Adopted by Council on 24 June 2013 · 2013. 7. 9. · Delivery Program 2013 to 2017 & Operational...

Woollahra Municipal Council | Delivery Program 2013 to 2017 & Operational Plan 2013/14 Page | 0 of 219

Adopted by Council on 24 June 2013


Delivery Program 2013 to 2017 & Operational Plan 2013/14


Woollahra Municipal Council

536 New South Head Road,

Double Bay NSW 2028

www.woollahra.nsw.gov.au

Tel: 02 9391 7000

Fax: 02 9391 7044

Email: [email protected]


Table of Contents

Message from the Mayor ................................................................................................................................................................................ 4

Our Municipality ............................................................................................................................................................................................ 5

Our Community............................................................................................................................................................................................. 8

Our Council ............................................................................................................................................................................................. 11

Our Values ......................................................................................................................................................................................... 12

Our Vision ......................................................................................................................................................................................... 13

Our Councillors ........................................................................................................................................................................................... 17

Our Organisation ......................................................................................................................................................................................... 18

Our Integrated Planning Framework ............................................................................................................................................................... 20

What is the Delivery Program and Operational Plan? ......................................................................................................................................... 22

Why do we need a Delivery Program and Operational Plan? ...................................................................................................................... 23

How does the Delivery Program and Operational Plan work? ..................................................................................................................... 24

How will Council report on the progress of the Delivery Program and Operational Plan? ................................................................................ 25

How to interpret the information contained within this plan? ..................................................................................................................... 27

Consultation on the Delivery Program and Operational Plan ....................................................................................................................... 29

Statement of Revenue Policy ........................................................................................................................................................................ 30

Funding the Delivery Program and Operational Plan .......................................................................................................................................... 31

2013/14 Budget by Goal .............................................................................................................................................................................. 33

Theme: Community well-being ...................................................................................................................................................................... 36

Goal 1: A connected and harmonious community .................................................................................................................................... 38

Goal 2: A supported community ........................................................................................................................................................... 43

Goal 3: A creative and vibrant community .............................................................................................................................................. 49


Table of Contents (cont'd)

THEME: Quality places and spaces ................................................................................................................................................................ 56

Goal 4: Well planned neighbourhoods .................................................................................................................................................... 58

Goal 5 : Liveable places ....................................................................................................................................................................... 69

Goal 6 : Getting around ....................................................................................................................................................................... 83

THEME: A healthy environment ..................................................................................................................................................................... 91

Goal 7: Protecting our environment ....................................................................................................................................................... 92

Goal 8 : Sustainable use of resources .................................................................................................................................................... 97

THEME: Local prosperity ............................................................................................................................................................................ 105

Goal 9: Community focused economic development .............................................................................................................................. 107

THEME: Community leadership and participation ........................................................................................................................................... 114

Goal 10: Working together ................................................................................................................................................................ 116

Goal 11: Well managed Council ......................................................................................................................................................... 120

2013/14 Budget Summary and Financial Information...................................................................................................................................... 131

Commitment to Equal Employment Opportunity (EEO)….. ................................................................................................................... ………. 131

Statement of Human Resources Activities .................................................................................................................................................... 143

State of the Environment Reporting Requirements .......................................................................................................................................... 145

Adopted Fees and Charges ......................................................................................................................................................................... 146

References ........................................................................................................................................................................................... 217


Message from the Mayor

On behalf of Woollahra Council I am pleased to present the Delivery Program 2013 to 2017 & Operational Plan 2013/14.

Our Delivery Program and Operational Plan present our vision and priorities for the future, which have been developed as a result of

valuable community input. Our central vision and priorities fall into five main theme areas: community well-being, quality places

and spaces, a healthy environment, local prosperity, community leadership and participation.

The upgrade and maintenance of our local infrastructure has been highlighted as one of our most shared and important priorities.

We understand the need to ensure our service standards around this shared priority meet community expectations.

By annually reviewing our Delivery Program & Operational Plan we can update priorities and actions based on ongoing input

from the community and our own commitment to continuous improvement.

We will continue to seek community feedback on our services and performance during the next 12 months and as the debate

on the future of local government and creating sustainable and efficient Councils in New South Wales continues.

To date feedback from our local community supports our opposition to forced amalgamations and the need for the “local” to stay

in local government. We do not subscribe to the philosophy that bigger is necessarily better and we reject the notion that the size

of a Council dictates its efficiency.

Woollahra Council is sustainable and is dedicated to continuing to provide for local needs and to work with the community on building the best possible

future for our residents.

“Community feedback on

key priority areas keep us

on track and provide us with

the direction we need to

channel our time, energy

and funding to deliver the

best possible results.”

Councillor Andrew Petrie

Mayor of Woollahra


Our Municipality

Our area

The Woollahra Municipality is located in Sydney's eastern suburbs, approximately 5 kilometres from

the Sydney GPO. Located in Sydney's eastern suburbs, near the Sydney CBD, Woollahra is

bounded by Port Jackson (Sydney Harbour) in the north, the Waverley Council area in the east,

Randwick City in the south and the City of Sydney in the west.

The Woollahra Municipal Council area includes the suburbs of Bellevue Hill, Darling Point, Double

Bay, Edgecliff, Paddington (part), Point Piper, Rose Bay (part), Vaucluse (part), Watsons Bay and

Woollahra.

Major features of the Council area include Sydney Harbour National Park, Double Bay commercial

centre, Paddington retail area, Rose Bay retail areas, Royal Sydney Golf Club, several private

schools and various parks and beaches.

Woollahra is an area steeped in natural beauty and heritage appealing to residents, visitors and

tourists who enjoy its many parks, waterfront locations and historical buildings. Our community is

culturally diverse, creative and well educated, featuring a skilled and varied business community.


Significant natural and cultural sites

The area is culturally and historically rich with many sites of Aboriginal significance, heritage conservation areas and items listed on the Register of the

National Estate. Major natural features of our area include Sydney Harbour National Park and Gap Park, Watsons Bay. Woollahra‟s leafy harbourside

parks and beaches are a major attraction for its community and visitors. Woollahra also has the greatest concentration of private galleries and major art

auction houses in Australia.

Our History

The name „Woollahra‟ is thought to be derived from an Aboriginal word meaning „meeting ground‟.

The original custodians of Woollahra were the Cadigal and Birrabirragal Aboriginal people. European settlement dates from 1790, although development

was minimal until the 1860s when the Woollahra district became a Local Government Area.

Woollahra largely developed as a residential locality. A few small local industries were established in Woollahra, Double Bay and Paddington, but with the

gentrification of Paddington and Woollahra in the 1960s, most of these cottage industries had vanished by the end of the 20th century.

Woollahra's cultural heritage has been enriched by the influx of people from many different cultural backgrounds. Some of the influential immigrants to

Woollahra have been the Chinese market gardeners, who began leasing land in Double Bay gully and Rose Bay in the 1880s; the Portuguese whalers

who settled at Watsons Bay in the 19th century, building a church and becoming a part of the village life, and the many Europeans who migrated after

World War II and helped change the face of commercial centres such as Double Bay.


Our people

In 2011 our population was 52,159. By 2030 we are projected to grow to 56,000. We are mostly a community of families, young adults, and older

people, with the population ageing at a rapid rate and a growing number of couples with children. Residents from a diversity of cultural backgrounds live

here. Some areas of Woollahra have a transient population, with over 50% of residents moving to the area since 2001.

How we live

In many suburbs, most of our housing is medium or high density with a high proportion of people living in flats and about 50% of housing being single

dwelling. We also have a high number of lone person households.


Our Community

The main demographics of our community are shown below. These figures are taken from the 2011 Australia Bureau of Statistics data resources.

The Woollahra Local Government area is currently home to 52,159 people (ABS Census 2011), living in 25,906 dwellings with an average household

size of 2.22. The median weekly household income for Woollahra is $2,398, well above the Greater Sydney averages of $1,447, NSW average of

$1,237 and $1,234 Australia wide average.

The Woollahra Municipal Council area is predominately residential, with some commercial land use, parklands and military reserve. The Council area

encompasses a total land area of 12 square kilometers, including harbour foreshore and beaches.

Population

Density

42.48 persons per hectare

Land area

1,228 hectares (12 Km2)

Population

52,159

Median

Age 38

Median Weekly

Household

Income

$2,398

Number of

Dwellings

25,906


Population Density

In 2011, the population density in Woollahra Municipal Council area was 42.48 per hectare. This figure was higher compared to Greater Sydney, which

had a population density of 3.54 persons per hectare (Greater Sydney however, does include very large areas of non-residential land). It is important to

note that this varied across the Council area. Population density ranged from a low of 22.24 persons per hectare in Vaucluse - Watsons Bay to a high of

80.04 persons per hectare in Paddington.

The five suburbs with the highest population densities were:

Paddington (80.04 persons per hectare)

Edgecliff (72.05 persons per hectare)

Darling Point (56.42 persons per hectare)

Woollahra (56.14 persons per hectare)

Double Bay - Point Piper (50.31 persons per hectare).


Access and Equity

Woollahra Council is committed to the principles of access and equity. We are continually working

towards improving equal access to our programs, facilities and services to all who live, work and

visit the area. Council undertakes community planning to enable a strategic and holistic approach

to access and equity. These principles underpin this Delivery Program and Operational Plan.

Particulars for each mandatory target group and the community as a whole are included under the

relevant themes, predominantly under the theme of community well-being.

Council is committed to providing services and facilities in an accessible and equitable manner,

which promote equal access to all and consider the needs of our diverse community.

The Social & Cultural Plan 2013 to 2023 equips Council with information on our community and

identifies local community and cultural abilities and assets. The Plan describes a future for the

Woollahra Local Government Area and represents Council's commitment to supporting the

Woollahra community to achieve their social and cultural aspirations.

Woollahra Social & Cultural Plan 2013 to 2023


Wards - Woollahra Local Government Area

Our Council

The Woollahra Local Government Area is divided into five electoral wards:

Bellevue Hill

Cooper

Double Bay

Paddington

Vaucluse.

Each ward is represented by three Councillors.

The Councillors meet each week at different Committees and twice a month in a full Council

meeting, to consider reports presented to them by the Council staff. These meetings are open

to the public.

Information on upcoming meetings is available on Council‟s website

www.woollahra.nsw.gov.au

The formal Committee Structure of Council is supported by a range of Advisory Committees

and Working Parties that provides a wider opportunity for community involvement in the

Council decision making process.

http://www.woollahra.nsw.gov.au/


We value:

Respect for people

Integrity and excellent performance

Professional, quality service

Open, accountable communication.

Our Values

Woollahra Municipal Council is committed to the following values:

Our commitments to the community

We will deliver seamless, responsive service to our community

We respect the rights of every customer to be treated fairly

We will keep our community informed about Council services and

activities and encourage community feedback

We will continually strive to improve our services to the community.


Our Vision Statement:

Woollahra will be a great place to live, work and visit where places and spaces are

safe, clean and well maintained

Our community will offer a unique mix of urban villages with a good range of shops,

services and facilities

We will make the most of the natural beauty, leafy streetscapes, open spaces, views

and proximity to the water and the city.

Our Vision

Our vision for the future and the guiding principles of our planning and policy decisions centre around five main themes:

Community well-being

Quality places and spaces

A healthy environment

Local prosperity

Community leadership and participation.

Woollahra is a wonderful place to work and live.

We will work together to enhance our harbourside location and achieve an outstanding environment, which is characterised by its natural beauty and

distinctive and diverse residential, heritage and commercial areas.

The Council will support and promote active community participation to achieve a healthy social environment, appropriate cultural services and an

efficient infrastructure.

We will continue to promote the unique and enviable richness and diversity of the Municipality and the Council's commitment to high standards and

quality service for the benefit of the community.


Turning our vision into reality

Together, Council and the community have contributed to the development of a long term vision for Woollahra through an inclusive community

engagement process led by Council in 2009 and updated through further targeted community consultation in 2012. This has identified what is important

to us and what we value about Woollahra as a place to live, work and visit. This community engagement informed the development of our community

strategic plan, Woollahra 2025 - our community, our place, our plan as well as this Delivery Program 2013 to 2017 and Operational Plan 2013/14.

Our vision lies at the heart of Council‟s integrated planning process. It provides the foundation for what we see as Woollahra in 2025, delivering results

we can all be proud of.

We will:

prepare and implement a comprehensive and proactive planning program, which serves community needs and values and responds to regional

and local issues

provide a clear strategic framework for Council issue-based activities, in support of community needs and values and the objectives of the

organisation

co-ordinate the Council's planning and design functions, setting clear guidelines for Council activities as a service provider and regulator

liaise with and respond in a timely manner to internal and external customers and issues and provide a framework for prioritising action and

allocating resources.

We are working hard to look after our customers and track our performance and make improvements.


The things we value and want to see in our community in the future are:

Village

Atmosphere

Retention and enhancement of the village

atmosphere throughout the area, offering

a good range of shops and services.

No inappropriate high rise and oversize

development.

Enhancement and revitalisation of our

shopping areas.

Improved

infrastructure

Renewed and upgraded infrastructure,

especially footpaths, pedestrian ramps,

kerb, guttering, stormwater drainage and

local roads.

Well maintained

environment

Good street cleaning, recycling and waste

collection.

A clean and well maintained environment.

Well planned

neighbourhoods

Protection of local history, heritage values

and buildings.

Quality design of new developments.

Retention of local urban character.

Sustainable development.

Location Good access to the city, harbour,

beaches and facilities.

Open space,

local parks and

leafy green

streetscapes

Well managed trees in streets and parks.

Well maintained foreshores, beaches,

parks, sports fields and recreation areas.

Retention of bushland and bush

regeneration.

More local parks and green open spaces.

Trees and leafy green streetscapes that

are well maintained.

Community

activities and

facilities

More community facilities, activities and

events.

More activities for young people.

More children‟s play areas and

playgrounds.

Retention of library services.

Community

safety

A safe community.

Low crime rates.

Reduced graffiti.

Environmental

sustainability

Increased environmental monitoring and

protection.

More environmentally sustainable

initiatives.

Reduced water pollution and improved

stormwater drainage.


Traffic and

transport

Reduced traffic congestion.

Improved parking.

Good public transport.

Good pedestrian and bicycling access.

Council

leadership

Informed residents of Council activities.

Responsive Council to the community.

Opportunities for community

involvement in Council decision making.


Our Councillors

Our community is represented by fifteen (15) Councillors, elected to Council in September 2012 for a four (4) year term.

The next Local Government Elections will be held in September 2016. There are five electoral wards, with three Councillors representing each Ward.


Elected

Council

Mayor

General

Manager

Community

Services

Division

Corporate

Services

Division

Planning &

Development

Division

Technical

Services

Division

Our Organisation

Our organisation is structured into four Divisions:

Community Services

Corporate Services

Planning and Development

Technical Services.

There is also a Communications Department that reports directly to the General Manager.

Services we provide include:

Asset management

Capital works

Community and cultural development

Development assessment

Environmental health and building control

Recreation and open space management

Urban planning.

Internal services under the Corporate Services Division include Customer Services, Corporate Planning, Finance and Accounts, Organisational Development

and Human Resources, Business Assurance and Risk Management, Information Systems, Document Management and Governance.

Communications


Contact Us

Our Customer Service Officers can assist you with any enquiries about our services and facilities.

Our objective is to provide quality service to all customers.

Street address: Woollahra Municipal Council

536 New South Head Road

Double Bay NSW 2028

Opening hours: Monday to Friday, 8.00am - 4:30pm

Phone: (02) 9391 7000

Fax: (02) 9391 7044

Email: [email protected]

After hours

service: (02) 9391 7000

Postal address: PO Box 61

Double Bay NSW 1360

DX 3607 Double Bay

ABN: 32 218 483 245

Media enquiries: For all media enquiries please phone (02) 9391 7000.

mailto:[email protected]


Our Integrated Planning Framework

In October 2009, the NSW Government endorsed a new integrated planning and reporting framework for local councils, requiring each council to develop a

Community Strategic Plan, Delivery Program, Operational Plan and a Resourcing Strategy.

In response to the legislation, Woollahra Council has developed an Integrated Planning & Reporting Framework comprising our Community Strategic Plan and

our combined Delivery Program and Operational Plan, all supported by our Resourcing Strategy. Our Annual Report is our report to the community on our

achievements for the year. Each plan is connected, as shown in our Integrated Planning Framework on page 21.

Woollahra 2025 is our Community Strategic Plan

that has been developed by Council in consultation

with the Woollahra community.

It presents a long term vision for Woollahra and is

structured around five (5) broad interrelated Themes,

each of which is supported by a range of Goals and

Strategies.

Our Delivery Program and Operational Plan identifies

a number of Priorities and Actions in response to the

Themes, Goals and Strategies identified in Woollahra

2025, to relay Council‟s commitment to the

community over the four year term (2013 to 2017)

of Council. Council has combined its four year

Delivery Program and annual Operational Plan into

one document for ease of reference.

Quarterly progress reports are presented to the

Council and community in relation to the Delivery

Program and Operational Plan.

The Resourcing Strategy comprises Council‟s

Asset Management Strategy, Long Term

Financial Plan and Workforce Management

Plan.

Our Annual Report provides a year in review

and is prepared within five months of the end

of each financial year in accordance with the

requirements of the Local Government Act

1993.


What is the Delivery Program & Operational Plan?

Our Delivery Program describes how Council will work with our community to achieve community goals. It outlines the priorities that Council will pursue to

meet the goals and strategies outlined in the large range of supporting plans, strategies and policies adopted by Council. It is a statement of commitment to

the community from the elected Council and identifies Council‟s priorities for its four year term (to September 2016).

This document also incorporates Council‟s annual Operational Plan that describes the actions Council will undertake in 2013/14 along with the annual

operating budget for the financial year.

For ease of reference, Council has combined its Delivery Program and Operational Plan into a single document, updated annually.



The Delivery Program is a practical working document that includes:

A vision for our area

Long term goals and strategies to achieve our vision (as informed by Woollahra 2025 – our community, our place, our plan)

Council‟s current contribution to the achievement of these goals and strategies

Key priorities that Council will pursue in response to the strategies over the four year period, 2013 to 2017

Actions to be undertaken in 2013/14 to support these priorities

Performance indicators that will be used to determine the effectiveness of the Program

Capital Works Program for 2013/14

The Operating Budget for 2013/14

Adopted Fees and Charges for 2013/14

Statement of Revenue Policy 2013/14.

Why do we need a Delivery Program & Operational Plan?

The Local Government Act 1993 specifies that a Council must have a Plan detailing activities it will undertake to achieve community objectives. It is

designed as the single point of reference for the Priorities of the Council during its four year term of office. The Actions for the financial year 2013/14 are

included and will be updated in June of each year for the upcoming year. All budgets and funding allocations are directly linked to the Priorities set by

Council.


How does the Delivery Program & Operational Plan work?

The framework for the Delivery Program & Operational Plan is within five (5) broad interrelated Themes.

Key performance indicators for each theme will be used to determine where we are and what we have achieved, at any point in t ime over the life of the

Delivery Program. Each key performance indicator will be measured periodically over the life of this plan and published in a report to the community.

THEME : Community well-being THEME : Local prosperity

Goal 1: A connected and harmonious community.

Goal 2: A supported community.

Goal 3: A creative and vibrant community.

Goal 9: Community focused economic development.

Key performance indicator:

Community capacity.


Employment figures and vacancy rates in commercial

areas.

THEME : Quality places and spaces THEME : Community leadership and participation

Goal 4: Well planned neighbourhoods.

Goal 5: Liveable places.

Goal 6: Getting around.

Goal 10: Working together.

Goal 11: Well managed Council.


Community satisfaction with the built environment and

convenience of getting around.


Community satisfaction with Council leadership and service

provision.

THEME : A healthy environment Goal 7: Protecting our environment.

Goal 8: Sustainable use of resources.

Key performance indicators:

Woollahra LGA carbon footprint.

Community satisfaction with the natural environment.


How will Council report on the progress of the Delivery Program & Operational Plan?

The Local Government Act 1993 requires Council to report on the progress of its Delivery Program at least every six (6) months.

In response, and in order to ensure that Council‟s reporting to the community remains transparent, timely and manageable, progress reports on the Delivery

Program and Operational Plan will be presented quarterly to the community for the end of September, December, March and June each year.

Under the adopted reporting regime, the five (5) Themes and eleven (11) Goals from our Delivery Program and Operational Plan are reported to the most

appropriate Standing Committees via the quarterly progress reporting. The four (4) year Priorities and one (1) year Actions contained in the Delivery Program

and Operational Plan are presented by Theme, Goal and Strategy to the most relevant standing committee, being the Community & Environment Committee,

the Corporate & Works Committee and the Urban Planning Committee.

These reports are designed to provide a snapshot to the community on the progress against the Priorities and Actions contained in the Delivery Program and

Operational Plan.

In addition to the quarterly reports on the Priorities and Actions, a separate report on Council‟s adopted the Capital Works Program is also considered by the

Corporate & Works Committee. This report provides progress comments against the programmed works.

Key performance indicators contained in the Delivery Program will be measured every four years and will coincide with the „End-of-Term‟ Report.


The following table presents the Quarterly Reporting Structure to the relevant Council Committee.

Theme Goal

Responsible Committee

Community &

Environment

Corporate

& Works

Urban

Planning

Community well-being Goal 1: A connected and harmonious community

Goal 2: A supported community

Goal 3: A creative and vibrant community

Quality places and spaces Goal 4: Well planned neighbourhoods

Goal 5: Liveable places

Goal 6: Getting around

A healthy environment Goal 7: Protecting our environment

Goal 8: Sustainable use of resources

Local prosperity Goal 9: Community focused economic development

Community leadership and participation Goal 10: Working together

Goal 11: A well managed Council


How to interpret the information contained within this plan?

The Delivery Program 2013 to 2017 and Operational Plan 2013/14 is structured around the five (5) broad interrelated Themes:


Quality places and spaces

A healthy environment

Local prosperity

Community leadership and participation.

Each broad theme is supported by a number of Goals, Strategies, Priorities and Actions.

Details of our key challenges in the future and key performance indicators are also outlined for each Goal.

Detailed budget information including Operating Expenditure, Operating Income, Capital Expenditure and Capital Funding relevant to each Goal is also

provided.


The following diagram provides an explanation of the various tables within the Delivery Program 2013 to 2017 and Operational Plan 2013/14.

Details of

Theme and

Goal

Priorities set by

Council for the period

2013 to 2017

High level

Strategy

informed by

Woollahra 2025

Ticks indicate

the year in

which the

Priority or

Action which

be undertaken

Actions Council will

undertake in

2013/14, in support

of the respective

Priority

The Council officer responsible for

the Priority or Action.

The milestone sets the target date

for completion of the Action.


Consultation on the Delivery Program and Operational Plan

Council‟s Delivery Program 2013 to 2017 and Operational Plan 2013/14 was placed on formal public exhibition from Wednesday 15 May 2013 to

Wednesday 15 June 2013.

Advertisements were placed in the Wentworth Courier on the 15 May and 29 May 2013, on Council‟s website, at Council‟s Customer Service Centre and

local libraries during the public exhibition period.

Members of the community were encouraged to express their views on the Delivery Program 2013 to 2017 and Operational Plan 2013/14 during the formal

exhibition and submission period.

Submissions received during the exhibition period were considered by Council at its Corporate & Works Committee Meeting on the 17 June 2013 and the

Delivery Program 2013 to 2017 and Operational Plan 2013/14 was formally adopted by Council at its Ordinary Council Meeting on the 24 June 2013.

The Delivery Program and Operational Plan is available for download from Council‟s website at

http://www.woollahra.nsw.gov.au/council/council_structure/integrated_planning_and_reporting/delivery_program_and_operational_plan

Hard-copies of this document are available from Council‟s Customer Service Centre, 536 New South Head Road, Double Bay or Woollahra Library,

548 New South Head Road, Double Bay.


Statement of Revenue Policy

The following table provides a guide to certain information available in our Delivery Program 2013 to 2017 and Operational Plan 2013/14, in response to our

Revenue Policy.

Information required

Where is the information? Page

Reference

A statement containing a detailed estimate

of Council‟s income and expenditure.

This information appears throughout the Delivery Program and Operational Plan, primarily at the beginning

of each Goal.

Additionally, an Income Statement, Balance Sheet, Statement of Cash Flows and Reserve balances are

provided in the Budget Summary and Financial Information section.

131

A statement with respect to each ordinary

rate to be levied.

This information is included in the Rating Information section of the Delivery Program and

Operational Plan.

137

A statement with respect to each charge

proposed to be levied.

This information appears in conjunction with the Rating Information. 139

A statement of the types of fees proposed

to be charged by Council and the amount

of each fee.

Details of Council‟s proposed fees are contained in the Fees & Charges section of the Delivery Program

and Operational Plan.

146

A statement of Council‟s pricing

methodology with respect to good and

services provided.

Council‟s Pricing Policy is stated at the commencement of the Fees & Charges section of the Delivery

Program and Operational Plan.

146

A statement of the amounts of any

proposed borrowings.

This information is included in the Delivery Program and Operational Plan at the end of the Budget

Summary and Financial Information section.

136


Funding the Delivery Program and Operational Plan

Council‟s budget is comprised of the Operating Budget and the Capital Budget. The Operating Budget provides resources for the day-to-day service delivery

of Council while the Capital Budget provides funding for new and renewal infrastructure projects as well as the routine replacement of capital items and

equipment such as plant and vehicles, information technology and library books.

The 2013/14 Budget is predicated on the continuation and enhancement of all existing services as a fundamental principle.

In November 2012, the Independent Pricing and Regulatory Tribunal (IPART) announced the annual rate peg limit for 2013/14 of 3.4%.

The rate peg limit is made up of:

The increase in the Local Government Cost Index in the year to September 2012 3.7%

LESS: Productivity factor 0.2%

LESS: First stage of the carbon price advance granted in 2011 0.1%

Rate Peg 3.4%

Council has resolved to take up the full 3.4% increase to provide additional income to fund the continuing provision of its services and capital works

programs.

Council intends to undertake targeted Community Consultation during 2013/14 in respect of the review of its long term financial plan and a potential special

rate variation application to the Independent Pricing and Regulatory Tribunal in 2014 to support the ongoing achievement of the Strategies and Priorities

presented in this Delivery Program and Operational Plan.


The charts below give a high level overview of the budget resources allocated to the achievement of the Priorities and Actions within each of the Themes in

the Delivery Program and Operational Plan.

Rates & Annual

Charges

$46.7m

30.0%

Fees & Charges

$9.9m

6.3% Interest

$1,6m

1.0%

Grants

& Contributions

$5.3m

3.4%

Other Revenues

$12.8m

8.2%

Loss on

Sales

$(0.8m)

(0.5)%

Transfers

from

Reserve

$67.0m

43.1% *

Non-cash Items

$13.2m

8.5%

2013/14 Budgeted Income & Funding

$155.7m

* Includes $60.35m in loan borrowings

Employee Costs

$34.1m

21.9%

Materials & contracts

$13.5m

8.7%

Loan Repayments

$2.5m

1.6%

Depreciation $10.3m

6.6%

Other Expenses

$15.9m

10.2%

Capital Budget

$72.5m

46.6%

Transfers to Reserve,

$6.9m

4.4%

2013/14 Budgeted Expenditure

$155.7m


2013/14 Budget by Goal

The table below presents Council‟s 2013/14 Budget for each Goal within the five (5) Themes of the Delivery Program 2013 to 2017 and Operational Plan

2013/14. A further dissection of the Budget, including details of specific Capital Works Projects proposed to be undertaken in 2013/14, is also provided

throughout the Delivery Program and Operational Plan under each Goal.


Quality places and spaces A healthy environment Local prosperity Community leadership

and participation

Council

A connected

and harmonious

community

A supported

community

A creative

and vibrant

community

Well planned

neighbour-

hoods

Liveable

places

Getting

around

Protecting

our

environment

Sustainable

use of

resources

Community

focused

economic

development

Working

together

Well

managed

Council

Total

Budget

$’000s $’000s $’000s $’000s $’000s $’000s $’000s $’000s $’000s $’000s $’000s $’000s

Operating Expenditure

Employee Costs 573 1,306 2,520 5,243 7,793 1,541 976 3,378 1,843 466 8,032 33,671

Materials & contracts 81 133 533 818 3,754 1,751 186 2,119 679 37 3,361 13,451

Borrowing Costs 0 0 0 0 0 0 0 0 1,099 0 397 1,495

Depreciation 34 10 524 0 7,143 338 25 46 46 0 2,160 10,325

Other Expenses 298 570 254 208 2,526 251 73 4,160 407 98 7,068 15,912

986 2,020 3,831 6,269 21,216 3,880 1,259 9,703 4,072 600 21,018 74,854

Operating Income

Rates & Annual Charges 0 0 0 0 3 (189) 0 11,428 (4) 0 35,432 46,671

Fees & Charges 3 897 37 2,201 1,821 2,605 0 2,043 0 0 250 9,856

Interest 0 0 0 0 0 0 0 0 0 0 1,634 1,634

Operating Grants &

Contributions 36 172 394 0 502 0 0 0 0 0 1,732 2,836

Other Revenues 0 5 101 148 780 6,387 1 77 1,850 0 3,404 12,754

Net Gain/(Loss) on Sale of

Assets 0 0 0 0 0 0 0 0 0 0 (751) (751)

39 1,074 532 2,349 3,106 8,804 1 13,549 1,846 0 41,701 73,000

Operating Result

Surplus/(Deficit) (947) (946) (3,300) (3,920) (18,109) 4,924 (1,259) 3,846 (2,226) (600) 20,683 (1,854)



Quality places and spaces A healthy environment Local prosperity Community leadership

and participation

Council

A connected

and harmonious

community

A supported

community

A creative

and vibrant

community

Well planned

neighbour-

hoods

Liveable

places

Getting

around

Protecting

our

environment

Sustainable

use of

resources

Community

focused

economic

development

Working

together

Well

managed

Council

Total

Budget

$’000s $’000s $’000s $’000s $’000s $’000s $’000s $’000s $’000s $’000s $’000s $’000s

Capital Expenditure & Liability

Reduction

Capital Budget 0 0 491 0 6,667 644 0 560 61,308 0 2,851 72,520

Loan Principal Repayments 0 0 0 0 0 0 0 0 0 0 1,016 1,016

Employee Entitlements paid on

Termination 0 0 0 0 0 0 0 0 0 0 395 395

Transfers to Reserve 0 34 0 0 0 0 0 842 0 0 6,049 6,925

Capital Funding

Capital Grants & Contributions 0 0 0 0 (525) (32) 0 (120) 0 0 (1,775) (2,452)

Transfers from Reserve 0 0 0 0 (5,194) (39) (19) (472) (60,350) 0 (972) (67,047)

Net Internal Charges

Expense/(Income) 4 137 40 195 119 55 19 3,133 192 (7) (3,888) (0)

LESS: Non-cash Items (34) (10) (524) 0 (7,143) (338) (25) (124) (46) 0 (4,999) (13,243)

Budget Result Surplus/(Deficit) (918) (1,107) (3,306) (4,114) (12,033) 4,634 (1,233) 27 (2,513) (594) 21,188 31


THEME: Community well-being



Introduction

Our community well-being is dependent on our social connections and our sense of community. Building community harmony is about having a sense of

belonging and feeling welcomed. People do not exist in isolation. Strong networks including families, neighbourhoods, community groups, cultural

organisations, churches, government agencies and businesses are essential building blocks of our community. Community well-being is influenced by

participation in community, cultural and recreational activities, access to facilities and community information. The health of residents and access to essential

social services is also important to ensure community health and safety.

Council’s contribution

Council‟s contribution to community well-being is made through the planning, facilitation and provision of appropriate community and cultural services and

facilities throughout the Municipality. As a Council we also have a role to work in partnership with our community to support local neighbourhood networks

and to facilitate local participation and engagement.

Council manages the Woollahra Preschool and coordinates a number of committees that encourage resident participation, such as the Woollahra Small

Sculpture Prize Committee and Community Safety Committee.


Council recognises that supporting community organisations is critical to the creation of a thriving community life. We currently recognise the importance of

our local community organisations by working in partnership with them, through the distribution of annual grants and the provision of subsidised venue hire.

Continued recognition of the traditional custodians of the land is demonstrated through participation in a regional forum of Councils that work together to

raise awareness and celebration of Aboriginal and Torres Strait Islander heritage.

Woollahra is an area rich in cultural activity with a large percentage of residents expressing an interest in creativity, cultural events and programs. Council

plays a cultural developmental role and hosts valuable initiatives such as the Writers & Readers Program, an Artist in Residence scheme, the Woollahra Small

Sculpture Prize, Public Art Programs and the Tea Topics talk series. We will continue to develop new cultural programs, community and cultural opportunities

during the term of the Council.

Council continues to provide Library and Information Services at Double Bay, Paddington,

Watsons Bay Libraries and the Local History Centre.

Within the Kiaora Lands Development at Double Bay, a state of the art Library will see the

introduction of exciting new programs and services focusing on children, youth, seniors

and the general Woollahra community. To achieve this goal, Council will develop and

implement a new operational plan for Library, as well as creating an exciting welcoming

library design over three levels fully accessible to all members of the community.

In addition to its role as a community builder and planner, Council also protects public

health and well-being and provides services including food safety, public health, microbial

control, swimming pool safety, environmental pollution control and childhood

immunisation.



Our key challenges

Resident movements Building lasting communities and communicating

with a transient population.

Diverse community Communicating and engaging with a culturally

diverse community.

Library and

Information Service

Engaging and connecting with time poor

residents.

Community

Information

Meeting high expectations and demand for

access to information.

Aboriginal heritage Improving the knowledge and appreciation of

Aboriginal heritage.

Performance indicators

We will track the achievement of our goal and strategies through the

measurement and reporting of performance indicators.


Community capacity survey, conducted every four years.

Performance indicators:

Community satisfaction with community information provided by

Council.

Amount of community information provided by Council.

Goal 1: A connected and harmonious community

Woollahra will be a community where people care for each other, have a sense of belonging and can contribute meaningfully to their local community and

neighbourhood through participation in community life.


Goal 1: A connected and harmonious community – Budget details

2012/13

Original

Budget

$'000

2012/13

Current

Forecast

$'000

2013/14

Budget

$'000


Employee Costs 575 561 573

Materials & contracts 52 56 81

Borrowing Costs - - -

Depreciation 34 34 34

Other Expenses 274 274 298

935 926 986

Operating Income

Rates & Annual Charges - - -

Fees & Charges 2 2 3

Interest - - -

Operating Grants & Contributions 36 35 36

Other Revenues 0 2 0

Net Gain/(Loss) on Sale of Assets - - -

38 39 39

Operating Result Surplus/(Deficit) (897) (887) (947)

Capital Expenditure & Liability reduction

Capital Budget - - -

Loan Principal Repayments - - -

Employee Entitlements paid on Termination - - -

Transfers to Reserve - - -

Capital Funding

Capital Grants & Contributions - - -

Transfers from Reserve - (5) -

Net Internal Charges Expense/(Income) 7 7 4

LESS: Non-cash Items (34) (34) (34)

Budget Result Surplus/(Deficit) (870) (855) (918)

Fees & Charges

$3k

7%

Operating

Grants &

Contributions

$36k

93%

Operating Income

$39k

Employee

Costs

$573k

58%

Materials &

contracts

$81k

8%

Depreciation

$34k

3%

Other Expenses

$298k

30%


$986k



Goal 1: A connected and harmonious community

Strategies 2025

Delivery Program Priorities 2013 to 2017

Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17

Operational Plan Actions 2013/14

1.1 Further foster and

build community

partnerships and

networks.

1.1.1 Promote and facilitate community

participation and partnerships.

Manager

Community

Development

Quarterly

progress report

Promote and support community

members to participate in Good

Neighbour Day.

Manager

Community

Development

Completed by

30/06/2014

1.1.2 Continue to work in partnership with

Holdsworth Community Centre and

Services (HCC&S).

Manager

Community

Development

Quarterly

progress report

1.1.3 Work collaboratively with other

government and non-government local,

regional and State organisations.

Manager

Community

Development

Quarterly

progress report

Continued support of organisations in

business centres to identify and

develop community cultural activities.

Cultural

Development

Coordinator

Completed by

30/06/2014

1.2 Increase

engagement in

community

activities.

1.2.1 Provide and facilitate a range of

community projects and programs.

Manager

Community

Development

Quarterly

progress report

Provide a range of interactive online

tools to strengthen community

development initiatives.

Marketing &

Projects

Coordinator

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


1.2.2 Provide access to multipurpose and

flexible meeting places within improved

community facilities and libraries.

Manager

Community

Development

Annual

progress report

Investigate continued management of

Vaucluse Bowling Club for public use.

Director

Community

Services

Completed by

30/06/2014

1.2.3 Develop, support and promote activities

that encourage cohesive

neighbourhoods.

Manager

Community

Development

Quarterly

progress report

Provide grants to community

organisations to support community

and cultural services and activities.

Manager

Community

Development

Completed by

30/06/2014

1.2.4 Provide support for volunteers. Manager

Community

Development

Quarterly

progress report

Promote the work of local volunteers. Manager

Community

Development

Completed by

30/06/2014

Recruit and support the Woollahra

Small Sculpture Prize volunteer staff.

Cultural

Development

Coordinator

Completed by

30/06/2014

1.3 Improve access to

information.

1.3.1 Provide high quality information to

promote community organisations,

events, services and activities.

Marketing &

Projects

Coordinator

Quarterly

progress report

Continue to promote and engage the

community through Community

Creators.

Manager

Community

Development

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


1.4 Encourage respect

and support for

social and cultural

diversity and

inclusion.

1.4.1 Encourage and promote inclusive

multicultural and cross-cultural events

and activities.

Manager

Community

Development

Quarterly

progress report

Promote and support Harmony Day

activities.

Manager

Community

Development

Completed by

30/06/2014

1.4.2 Recognise and promote reconciliation. Manager

Community

Development

Quarterly

progress report

Conduct Reconciliation and NAIDOC

week activities.

Manager

Community

Development

Completed by

30/06/2014

1.4.3 Encourage good citizenship. Manager

Communications

Quarterly

progress report

Conduct the annual Woollahra

Citizenship Awards.

Manager

Community

Development

Completed by

31/03/2014



Our key challenges

Population changes Working with an ageing population to foster a

strong, happy and supported community.

Declining

volunteers

Attracting and retaining volunteers to maintain

community services and recreational activities.

Independent living Providing sufficient support services for older

people and people with special needs.

Increasing carers Providing adequate support for the increasing

number of carers in our community.

Children‟s services Providing adequate children‟s services and

facilities, particularly for children aged under 2

years.

Sport and recreation

Meeting increased demand for sport and

recreation programs and social activities.

Community safety Addressing community safety concerns,

including anti-social behaviour, graffiti and

stealing from property.

A place for young

people

Including young people in the planning of

community activities and facilities.


Woollahra will be a place where people have access to a range of effective and diverse social services and programs that meet the changing needs of our

community.



We will track the achievement of our goal and strategies through the measurement and reporting of performance indicators.




Community satisfaction with services for seniors and people with special needs.

Community satisfaction with services for children and families.

Community satisfaction with perceptions of safety in the community.

Level of local crime.


Goal 2: A supported community – Budget details

2012/13

Original

Budget

$'000

2012/13

Current

Forecast

$'000

2013/14

Budget

$'000


Employee Costs 1,219 1,289 1,306





1,933 2,003 2,020

Operating Income



Interest - - -




987 1,059 1,074


Capital Expenditure




Transfers to Reserve 29 17 34

Capital Funding





Budget Result Surplus/(Deficit) (1,093) (1,058) (1,107)

Employee Costs

$1,306k

65%

Materials &

contracts

$133k

7%

Depreciation

$10k

0%

Other Expenses

$570

28%


$2,020k

Fees & Charges

$897k

83%

Operating

Grants &

Contributions

$172k

16%

Other Revenues

$5k

1%

Operating Income

$1,074k




Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


2.1 Increase access to

services and

information to

support the

community.

2.1.1 Encourage and promote increased

provision of children‟s services.

Manager

Community

Development

Quarterly

progress report

Review the Child Care Study 2009. Manager

Community

Development

Completed by

31/12/2013

Manage the Woollahra Preschool

Service.

Manager

Community

Development

Completed by

30/06/2014

2.1.2 Fund Holdsworth Community Centre and

Services (HCC&S) to provide appropriate

services for the Woollahra community.

Manager

Community

Development

Quarterly

progress report

2.1.3 Provide information and resources to

support families.

Manager

Community

Development

Quarterly

progress report

Explore opportunities to establish new

parent groups.

Manager

Community

Development

Completed by

30/06/2014

2.2 Support

opportunities to

participate in

active and healthy

recreational

activities.

2.2.1 Promote healthy recreational activities to

residents.

Manager

Community

Development

Quarterly

progress report

2.2.2 Encourage and support increased

recreation programs for people with

limited mobility.

Director

Community

Services

Quarterly

progress report


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


Develop exercise opportunities for

people with limited mobility utilising

local resources.

Manager

Community

Development

Completed by

31/03/2014

2.3 Encourage

independent living

for older people

and people with

special needs.

2.3.1 Encourage services and support for older

people and people with special needs to

live independently.

Manager

Community

Development

Quarterly

progress report

Research and implement men‟s

networks providing social, recreational

and educational opportunities.

Manager

Community

Development

Completed by

30/06/2014

Approach local schools to develop

partnerships which foster community

inclusiveness and develop skills for

seniors.

Manager

Community

Development

Completed by

30/06/2014

2.3.2 Encourage increased supported

accommodation and community

transport to be located in the Woollahra

Local Government Area (LGA).

Manager

Community

Development

Quarterly

progress report

2.4 Protect the health

and well-being of

residents and

visitors to our

area.

2.4.1 Manage the Public Health and Safety

Program, the Childhood Immunisations

Program, and the Pollution Control

Program.

Manager

Compliance

Quarterly

progress report

2.4.2 Promote healthy lifestyles to support

good physical and mental health.

Manager

Community

Development

Quarterly

progress report

Continue to develop the community

mental health education and

information programme.

Manager

Community

Development

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


2.4.3 Work in partnership with groups and

organisations to reduce suicide.

Manager

Community

Development

Quarterly

progress report

Support and develop network and

strategies that aim to reduce suicide.

Manager

Community

Development

Completed by

30/06/2014

2.5 Improve

community safety

and reduce crime

in Woollahra.

2.5.1 Work with local communities to promote

local community safety.

Manager

Community

Development

Quarterly

progress report

Promotion of support services and

information to maintain and improve

community safety.

Manager

Community

Development

Completed by

30/06/2014

2.6 Increase

opportunities for

young people.

2.6.1 Support youth friendly spaces and youth

programs.

Manager

Community

Development

Quarterly

progress report

Consult with local youth service

providers to plan relevant activities for

youth.

Manager

Community

Development

Completed by

30/06/2014

2.6.2 Empower and build resilience for youth

to navigate life‟s challenges.

Manager

Community

Development

Quarterly

progress report

Focus on a program of information and

education sessions for residents

including parents on themes to include

First Aid, learn to drive and developing

personal resilience.

Manager

Community

Development

Completed by

30/06/2014



Our key challenges

Cultural activities Meeting demand for increased arts and cultural

activities.

Artists Supporting local artists to engage with our

community.

Partnerships Supporting and maintaining partnerships within

our large number of cultural industries.

Cultural hubs Providing facilities that encourage cultural and

community services and activities.

Local history and

heritage

Retaining and celebrating local history and

heritage.







Community satisfaction with community information provided by

Council.

Amount of community information provided by Council.


Woollahra will be a place where people of all ages and backgrounds have access to lifelong learning opportunities, cultural and community activities.

We will support local creativity, cultural pursuits and creative talents.


Goal 3: A creative and vibrant community – Budget details

2012/13

Original

Budget

$'000

2012/13

Current

Forecast

$'000

2013/14

Budget

$'000







3,667 3,776 3,831

Operating Income



Interest - - -




509 527 532

Operating Result Surplus/(Deficit) (3,159) (3,249) (3,300)


Capital Budget 731 822 491




Capital Funding

Capital Grants & Contributions (173) (173) -





Employee

Costs

$2,520k

66%

Materials &

contracts

$533k

14%

Depreciation

$524k

14%

Other Expenses

$254k

7%


$3,831k

Fees & Charges

$37k

7%

Operating Grants

& Contributions

$394k

74%

Other Revenues

$101k

19%

Operating Income

$532k




Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


3.1 Preserve and

promote local

history and

heritage.

3.1.1 Collect local history and heritage

information and improve its accessibility

to the public.

Manager

Library &

Information

Services

Quarterly

progress report

Develop a World War 1

commemoration.

Manager

Library &

Information

Services

Completed by

30/06/2014

Facilitate the Woollahra plaque scheme

which recognises significant persons,

events and places within the

Woollahra Municipality.

Manager

Library &

Information

Services

Completed by

30/06/2014

Facilitate local residents to develop a

Social History Project about the local

area.

Manager

Community

Development

Completed by

30/06/2014

3.2 Support the

celebration of local

people, places and

cultural heritage.

3.2.1 Provide, support and promote community

cultural celebrations, programs and

venues.

Manager

Community

Development

Quarterly

progress report

Provide grants to cultural organisations

to support cultural celebrations and

activities.

Cultural

Development

Coordinator

Completed by

30/06/2014

Undertake an annual strategic review

of Council coordinated cultural

activities and programs.

Cultural

Development

Coordinator

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


3.2.2 Support opportunities for appreciation

and promotion of local Aboriginal and

Torres Strait Islander cultural and natural

heritage.

Manager

Community

Development

Quarterly

progress report

Support the Bush Tucker walks and

brunch.

Manager

Community

Development

Completed by

30/06/2014

3.3 Provide innovative

and enhanced

library services

that encourage

lifelong learning.

3.3.1 Provide a high quality library and

information service for the Woollahra

community.

Manager

Library &

Information

Services

Quarterly

progress report

Continue to implement E-book

Program.

Manager

Library &

Information

Services

Completed by

30/06/2014

Plan for the new Double Bay Library in

accordance with the strategies

identified in the Operational Plan.

Manager

Library &

Information

Services

Completed by

30/06/2015

3.4 Support and

promote arts,

artists and cultural

development

within the local

community.

3.4.1 Provide support for, and promotion of,

local arts and cultural activities.

Cultural

Development

Coordinator

Quarterly

progress report

Implement an annual Artist in

Residence Program for the Woollahra

area.

Cultural

Development

Coordinator

Completed by

30/06/2014

Maintain the Public Art Trust to

encourage philanthropy in relation to

public art in the Municipality.

Public Art

& Cultural

Development

Officer

Completed by

30/06/2014

3.4.2 Produce the Woollahra Small Sculpture

Prize (WSSP).

Cultural

Development

Coordinator

Quarterly

progress report


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


3.5 Improve the

accessibility of

arts to the broader

community.

3.5.1 Facilitate and encourage inclusive arts

activities and programs.

Cultural

Development

Coordinator

Quarterly

progress report

3.5.2 Coordinate public art and public art

opportunities across the Local

Government Area (LGA).

Public Art

& Cultural

Development

Officer

Quarterly

progress report

Implement the Traffic Signal Box

Project using Roads and Maritime

Services (RMS) signal boxes as art

canvases.

Public Art

& Cultural

Development

Officer

Completed by

30/06/2014


Details of specific capital works projects Council is proposing to undertake in 2013/14 in supporting the strategic Theme/Goal of A creative and vibrant

community are detailed below.

Project Description of project or works

2013/14

Capital

Budget

Capital Funding

E&IRL

Stormwater

Management

Charge

Grants /

Section 94

and 94A

Funded

from

Operating

Budget

$ $ $ $ $

988 - Library Buildings

St. Brigid‟s Feasibility Study (for future use) 50,000 0 0 0 50,000

Total for Library Buildings

50,000 0 0 0 50,000

950 - Libraries

Library Books and audio visual 341,840 0 0 0 341,840

Total for Libraries

341,840 0 0 0 341,840

953 - Paddington Library

Library Books and audio visual 99,105 0 0 0 99,105

Total for Paddington Library

99,105 0 0 0 99,105

Total for THEME : A creative and vibrant community 490,945 0 0 0 490,945


THEME: Quality places and spaces



Introduction

Woollahra has a unique and distinctive natural and built environment. Its landform includes the prominent cliff faces of Watsons Bay, low lying harbour

foreshore areas and land that rises to a ridgeline along Old South Head Road and Oxford Street. The area is distinctly urban in character and is one of

Australia's most prestigious residential locations. It is substantially residential, intermixed with shopping centres of various sizes, large and small recreational

and open space areas and large private schools.

Maintaining local character and amenity is important to Council and the community and urban planning plays a vital role in retaining this residential amenity.

Planning, providing and maintaining public places and spaces is of paramount importance to the Woollahra community. Access to these places and spaces is

vital to maintain a liveable and convenient place to live, work and visit.


Council will continue to work to keep our area unique and beautiful and ensure that areas of special character and of heritage significance are protected and

enhanced. Protection of important local characteristics and residential amenity, together with the maintenance of housing choice and the promotion of

sustainable development, are key objectives of our planning strategy.

We are also focused on ensuring that the design and amenity of our important public spaces are significantly improved, that we progressively maintain our

roads, footpaths, drains, pollution traps, seawalls and retaining walls, and that we respond promptly to customer requests for repairs and maintenance.

The NSW Government requires Council to prepare a new Local Environmental Plan (LEP) that complies with its Standard Instrument template. In response,

we are preparing a new Draft LEP for the Municipality. The Draft LEP seeks to broadly translate the policy intent of relevant and practical, and comply with

the Standard Instrument.


We are also reviewing all the existing development control plans (DCP‟s) to ensure that the residential precincts and business centres have place-based

planning controls that deliver good planning outcomes. These DCPs will be reorganised into a consolidated document.

The Draft LEP and Draft DCP will be exhibited for public comment later this year.

We conduct systematic infrastructure condition surveys which provide detailed information on the state of our roads, footpaths, kerbs and gutters, which we

progressively update. From this, we develop a rolling five year capital renewal program, the Woollahra Infrastructure Renewal Strategy, to keep our roads,

footpaths and drainage infrastructure in good condition.

Traffic congestion is a problem and public transport services are not adequate. Consequently, we are focusing on managing parking availability, introducing

traffic calming measures, encouraging increased use of public transport and enhancing facilities for increased walking and cycling. We will implement the

Woollahra Traffic and Transport Strategy and the Woollahra Bike Strategy.

Our local law enforcement officers, called Rangers, provide a variety of enforcement services to ensure the safety and amenity of our public places. We will

continue to manage our significant parks and sportsfields to provide improved amenities and to enable access by a diverse range of users.

Finally, we provide a suite of multi-purpose community facilities for our diverse and

changing community. Improved accessibility to these facilities will continue.

Of particular importance to the community is access to library facilities that support their

high interest in learning and cultural pursuits, with research into the provision of a purpose

built central library in Double Bay a key priority for Council.



Our key challenges

Development Protecting our area from high rise and

inappropriate oversized development while

balancing the pressure for new housing and jobs.

Sustainability Encouraging and supporting sustainable

development.

Increased

housing

Responding to the increased housing targets set

by the State Government.

Housing choice Providing a diverse range of housing choices to

meet the variety of household types, income and

lifestyles.

Protection of

urban character

Maintaining our mostly low rise, mixed urban

form vibrant villages, architecture and heritage.

Balancing the protection of the leafy character of

the area with achieving development demand.

Vibrant villages Enhance and revitalise the village atmosphere of

our shopping areas, providing convenient and

easy access to a range of shops and facilities.

Goal 4: Well planned neighbourhoods

Woollahra will have well planned, high quality and sustainable building development that respects and enhances our environment and heritage. It will

complement and retain the local character of our suburbs, villages and neighbourhoods and provide access to a range of housing options.






convenience of getting around, measured every four years.


Community satisfaction with Council‟s planning and policy

framework.

Diversity of housing stock in the Local Government Area.

Community satisfaction with level and type of development.


Goal 4: Well planned neighbourhoods – Budget details

2012/13

Original

Budget

$'000

2012/13

Current

Forecast

$'000

2013/14

Budget

$'000





Depreciation - - -


6,205 6,229 6,269

Operating Income


Fees & Charges 2,220 2,157 2,201

Interest - - -

Operating Grants & Contributions - - -



2,359 2,321 2,349







Capital Funding




LESS: Non-cash Items - - -


Employee

Costs

$5,243k

84% Materials &

contracts

$818k

13% Other Expenses

$208

3%


$6,269k

Fees & Charges

$2,201k

94%

Other Revenues

$148k

6%

Operating Income

$2,349k



Goal 4: Well planned neighbourhoods

Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


4.1 Encourage and

ensure high quality

planning and urban

design outcomes.

4.1.1 Provide an environment planning and

compliance framework for managing and

controlling land development.

Manager

Strategic

Planning

Quarterly

progress

report

Prepare a new Principal Local

Environmental Plan.

Manager

Strategic

Planning

Completed by

31/12/2013

Review Section 94 Contributions Plan and

Section 94A Development Contributions

Plan.

Manager

Strategic

Planning

Completed by

30/06/2014

Prepare comprehensive development

control plan.

Manager

Strategic

Planning

Completed by

31/12/2013

Prepare new development control plan for

Edgecliff Commercial Centre, as part of

the new comprehensive development

control plan.

Manager

Strategic

Planning

Completed by

31/12/2013

Finalise the development of a Stormwater

and Flood Risk DCP for adoption by

Council.

Manager

Engineering

Services

Completed by

31/12/2013

Amend Paddington Heritage Conservation

Area Development Control Plan and

Woollahra Local Environmental Plan 1995

to include controls for William Street

commercial uses.

Manager

Strategic

Planning

Completed by

31/12/2013


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


Prepare an album of Woollahra

developments displaying exemplary

examples of good planning, architecture,

urban design and/or heritage conservation

best practice. [Refer NOM 15/12/2008].

Director

Planning &

Development

Completed by

30/06/2014

Prepare a report on suitable trees for

specific areas as part of LEP and DCP

reviews. [Refer NOM 9/03/2009].

Manager

Strategic

Planning

Completed by

31/12/2013

Review subdivision and allotment size

controls in LEP in regard to matters

including: Density; open space

maintenance; deep soil constraints;

driveway lengths; maintaining green

canopies; protecting views; and

maintaining heritage curtilages.

[Refer NOM 14/05/2007].

Manager

Strategic

Planning

Completed by

31/12/2013

Review land use zoning and investigate

possibility of allowing more retail,

restaurant and similar uses for part of

Oxford Street between Queen Street and

Ocean Street, Woollahra. [Refer to NOM

26/11/2007 & decision 13/07/2009].

Manager

Strategic

Planning

Completed by

31/12/2013

Report on sites additional to the current

opportunity sites that are identified

through investigations relating to existing

use rights of residential flat buildings in

the Residential 2(a) Zone.

[Refer to decision on 11/10/2010].

Manager

Strategic

Planning

Completed by

31/12/2013


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


Review advertising sign provisions as part

of preparing new comprehensive DCP.

[Refer to decision 28/11/2011].

Manager

Strategic

Planning

Completed by

31/12/2013

Provide suitable options in new

comprehensive DCP to require electric

charging points in new residential

development. [Refer to decision

30/01/2012].

Manager

Strategic

Planning

Completed by

31/12/2013

Prepare a report to the Urban Planning

Committee with a view to developing a

new vision and master plan for Oxford

Street, Paddington, in particular taking

into account the effect on land-use

planning arising from technological

changes and solutions used in other cities

to re-invigorate strip shopping centres as

destinations, such as Willoughby Road in

Crows Nest. [Refer NOM 09/07/2012].

Manager

Strategic

Planning

Completed by

31/12/2013

4.1.2 Deliver high quality and timely development

assessment.

Manager

Development

Control

Quarterly

progress

report

Ongoing monitoring of work flow and

work practices for the delivery of best

practice assessment of applications in a

timely manner.

Manager

Development

Control

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


Prepare a report on the implications of

extending the notification time on

planning matters which come before the

Application Assessment Panel,

Development Control Committee and

Urban Planning Committee. [Refer to

NOM 30/05/2011].

Manager

Development

Control

Completed by

30/06/2014

Prepare a report for the Development

Control Committee reviewing the times

before committee's that a matter can be

called by a Councillor from the

Application Review Panel (ARP) and

Application Assessment Panel (AAP) to

the Development Control Committee

(DCC). [Refer NOM 31/10/2011].

Manager

Development

Control

Completed by

30/06/2014

4.1.3 Develop and implement e-planning facilities

in accordance with the best practice criteria

established by the Commonwealth and

State Government.

Manager

Development

Control

Quarterly

progress

report

Institute departmental task force headed

by a senior development assessment

officer to investigate research and

develop best practice of DA strategy to

provide electronic lodgement, referral,

public notification, request for

information, assessment management

and determination consistent with the

COAG national standard.

Manager

Development

Control

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


4.2 Promote

sustainable design

in future private

and public

development.

4.2.1 Prepare planning documents that embrace

sustainability principles.

Manager

Strategic

Planning

Quarterly

progress

report

Include sustainability principles within the

Principal Local Environmental Plan and

consolidated development control plans.

Manager

Strategic

Planning

Completed by

31/12/2013

Report on possible amendments to all

heritage conservation area DCPs that

would encourage the installation of solar

electricity and solar hot water panels and

in particular that do not provide blanket

opposition to the installation of solar

panels simply because they can be seen

from the public domain.

[Refer NOM 12/11/2007].

Manager

Strategic

Planning

Completed by

31/12/2013

Amend DCPs to restrict installation of

desalination plants. [Refer decision of

27/01/2009].

Manager

Strategic

Planning

Completed by

31/12/2013

Develop policy and controls for sea level

rise. [Refer NOM 11/05/2009].

Manager

Strategic

Planning

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


4.3 Protect local

heritage and

residential

amenity, including

protection of

significant

architecture and

the natural

environment.

4.3.1 Develop policies, including a Heritage Item

Register and Significant Tree Register, to

maintain cultural and natural heritage items.

Manager

Strategic

Planning

Quarterly

progress

report

Prepare additional heritage controls for

Oxford Street Paddington.

Manager

Strategic

Planning

Completed by

31/12/2013

Carry out a study of hotels in Paddington

to determine and establish more specific

conservation controls.

Manager

Strategic

Planning

Completed by

31/12/2013

Review of heritage provisions for Principal

Local Environmental Plan (incorporating

potential heritage conservation area

Fairfax Road Bellevue Hill).

Manager

Strategic

Planning

Completed by

31/12/2013

Review potential items - Wilkinson

buildings.

Manager

Strategic

Planning

Completed by

31/12/2013

Prepare a report on the appropriateness

of adding a list of early street names in

footpaths throughout the municipality as

items to Woollahra Council's Heritage

Register. [Refer to NOM 29/11/2010].

Manager

Strategic

Planning

Completed by

31/12/2014

Prepare a report on future research,

including funding and timetable, for a

review of significant examples of Inter-

War residential flat buildings, art and

crafts buildings and bungalows. [Refer to

decision 28/03/2011].

Manager

Strategic

Planning

Completed by

31/12/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


4.4 Encourage

diversity in

housing choice to

suit a changing

population.

4.4.1 Ensure Council‟s planning documents

support housing diversity.

Manager

Strategic

Planning

Quarterly

progress

report

Prepare new Principal Local

Environmental Plan with consideration of

diverse housing choice.

Manager

Strategic

Planning

Completed by

31/12/2013

Carry out the Housing Strategy review

with consideration of diverse housing

choice.

Manager

Strategic

Planning

Completed by

31/12/2013

Review development control plans with

consideration to diverse housing choice.

Manager

Strategic

Planning

Completed by

31/12/2013

4.5 Support and

enhance the form

and function of

the local village

atmosphere.

4.5.1 Ensure Council‟s planning strategies and

controls support appropriate conservation

and development which will enhance the

village character of Woollahra.

Director

Planning &

Development

Quarterly

progress

report

Within the State planning framework

prepare a new Principal Local

Environmental Plan which limits new

housing to areas that are already zoned

for medium density housing and to

'opportunity' sites where there is a sound

planning justification to increase

residential development potential.

Manager

Strategic

Planning

Completed by

31/12/2013

Ensure new development control plans

include built form controls that are

crafted to protect the important qualities

of each precinct/area.

Manager

Strategic

Planning

Completed by

31/12/2013


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


4.5.2 Ensure that upgrades to infrastructure

reinforce the distinctive character of local

precincts.

Director

Technical

Services

Quarterly

progress

report

Canvas the opinions/views if the retail

shopping precinct (Edgecliff Road

between Bathurst and Adelaide Streets)

as to actions (if any) the Council can take

to assist them to promote the precinct

and a report be submitted to the

appropriate Committee.

[Refer NOM 18/02/2013].

Director

Planning &

Development

Completed by

31/12/2013



Our key challenges

Community and

recreation facilities

Providing accessible community and sporting

facilities, public places and open spaces.

Providing opportunities for children‟s play and

youth activities.

Overcoming the limitations of the physical

environments of our libraries, community

facilities and providing facilities that meet the

needs of our community.

Ageing

infrastructure

Maintaining, renewing and upgrading ageing

infrastructure, especially roads, footpaths,

stormwater drainage and seawalls.

Natural areas and

vegetation

Preserving and improving access to natural

areas.

Protecting street trees, streetscapes and

canopies in an urban environment with

development pressures.

Flooding Managing the impacts of local flooding.


Woollahra will be a community with accessible, integrated and well maintained public places and open spaces. We will have clean and wel l maintained

infrastructure and community facilities. It will be a safe and attractive place with high quality public and private facilities and amenities.






convenience of getting around, measured every four years.


Percentage of accessible community facilities.

Community satisfaction with the number and type of community

facilities provided by Council.

Usage levels of Council‟s facilities, parks and open spaces.

Community satisfaction with access to parks, foreshores and open

space.

Community satisfaction with the condition of roads and

infrastructure.

Percentage of each class of infrastructure renewed or upgraded:

roads, footpaths, streetscapes, drainage and seawalls.


Goal 5: Liveable places – Budget details

2012/13

Original

Budget

$'000

2012/13

Current

Forecast

$'000

2013/14

Budget

$'000



Materials & contracts 3,390 3,595 3,754


Depreciation 6,762 6,762 7,143

Other Expenses 2,350 2,329 2,526

19,760 19,954 21,216

Operating Income

Rates & Annual Charges 4 4 3

Fees & Charges 1,594 1,757 1,821

Interest - - -




2,771 2,987 3,106



Capital Budget 7,557 13,217 6,667




Capital Funding

Capital Grants & Contributions (644) (2,525) (525)

Transfers from Reserve (5,193) (9,008) (5,194)


LESS: Non-cash Items (6,762) (6,762) (7,143)


Employee Costs

$7,793k

37%

Materials &

contracts

$3,754k

18%

Depreciation

$7,143k

34%

Other Expenses

$2,526k

12%


$21,216k

Fees & Charges

$1,821k

59%

Operating

Grants &

Contributions

$502k

16%

Other Revenues

$780k

25%

Operating Income

$3,106k




Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


5.1

Enhance local

community,

cultural and

recreation facilities

to become more

attractive,

integrated, and

accessible.

5.1.1 Plan for community, cultural and

recreational facilities to ensure they

reflect community needs and aspirations.

Director

Community

Services

Quarterly

progress report

Progress actions of the Property Asset

Working Party decisions for

community facilities.

Manager

Community

Development

Completed by

30/06/2014

Finalise the design of the new Double

Bay library.

Manager

Library &

Information

Services

Completed by

31/12/2013

5.1.2 Consider issues of access and disability

in all designs for infrastructure renewal.

Manager

Capital

Projects

Quarterly

progress report

5.1.3 Implement a prioritised program of

improvements to community and

recreation facilities.

Manager

Property

Implement the

funded

Community

Facilities and

Recreation

Facilities

Capital Works

Program by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


Prepare a report considering options

for the development of the Rose Bay

car parks including consideration for

substantially increasing the capacity of

the car parks; incorporation of a

facility for community uses; the

provision of „easy access‟ public

amenities for the elderly and less

mobile. [Refer NOM 31/02/2012].

Manager

Property

Completed by

30/06/2014

5.1.4 Implement major upgrades to recreation

facilities.

Manager

Property

Quarterly

progress report

5.1.5 Implement upgrades to community and

cultural facilities.

Manager

Property

Quarterly

progress report

Rejuvenate Paddington Library with

the aim of transforming the library to a

modern, flexible and accessible

community space.

Manager

Library &

Information

Services

Completed by

30/06/2014

Undertake a feasibility study into the

future use of St Brigid's.

Manager

Community

Development

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


5.2 Provide and

maintain safe,

clean, serviceable

public

infrastructure

including roads,

footpaths, bicycle

facilities, parks,

open space,

stormwater drains

and seawalls.

5.2.1 Implement the infrastructure maintenance

programs for all classes of public

infrastructure.

Manager

Civil

Operations

Quarterly

progress report

Implement the infrastructure

maintenance programs including

restoration following utility works.

Manager

Civil

Operations

Completed by

30/06/2014

Undertake scheduled maintenance and

cleaning of stormwater pits and pipes,

and stormwater quality improvement

devices.

Manager

Civil

Operations

Completed by

30/06/2014

Undertake scheduled cleaning of smart

poles, parking meters and new paved

areas within all business centres and

cleaning of porous inlets in Rose Bay.

Manager

Civil

Operations

Completed by

30/06/2014

5.2.2 Undertake regular reviews of street

lighting.

Manager

Engineering

Services

Quarterly

progress report

5.3 Provide attractive,

accessible,

connected and

safe parks,

sportsgrounds,

foreshore areas

and other public

spaces.

5.3.1 Ensure Plans of Management for public

open spaces are updated periodically and

reflect community needs and aspirations.

Manager

Open Space

& Trees

Quarterly

progress report

and reports for

individual Plans

of Management

Review and update the Plans of

Management for Parsley Bay and Lyne

Park.

Manager

Open Space

& Trees

Completed by

30/06/2014

Review and update the Recreational

Needs Analysis.

Manager

Open Space

& Trees

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


Prepare a report on removing existing

residential subdivisions that apply to

Cooper Park and consolidate this

important regional park into a single,

or minimum numbers of lots (allowing

for the different use in the valley floor

with the tennis courts and kiosks) to

protect its environmental values and

keep it in public ownership. [Refer to

NOM 12/06/2012].

Manager

Open Space

& Trees

Completed by

30/06/2014


improvements to public open spaces.

Manager

Open Space

& Trees

Quarterly

progress

reports

Implement the funded Public Open

Space Capital Works Program.

Manager

Open Space

& Trees

Completed by

30/06/2014

5.3.3 Implement major upgrades to open

spaces.

Manager

Open Space

& Trees

Quarterly

progress report

Upgrade Lyne Park carpark (Phase 2) -

west of amenity block.

Manager

Open Space

& Trees

Completed by

30/06/2014

5.3.4 Complete annual maintenance programs

for public spaces.

Manager

Open Space

& Trees

Quarterly

progress report

Implement the funded maintenance

programs for public open spaces.

Manager

Open Space

& Trees

Completed by

30/06/2014

5.3.5 Support and promote public safety in

public open spaces through local law

enforcement officers.

Manager

Compliance

Complete

founded actions

by 30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


5.3.6 Provide lifeguard services to Camp Cove

Beach.

Manager

Compliance

Quarterly

progress report

5.4 Protect trees,

streetscapes and

landscapes.

5.4.1 Implement adopted policy for public and

private tree management throughout

Woollahra.

Manager

Open Space

& Trees

Quarterly

progress report

Complete the Street Tree Masterplan. Manager

Open Space

& Trees

Completed by

30/06/2014

Asset inventory and condition surveys

for park and tree assets.

Manager

Open Space

& Trees

Completed by

30/06/2014

5.5 Enhance the

physical

environment of our

local suburbs,

neighbourhoods

and town centres.

5.5.1 Maintain and improve accessibility to

public places for all user groups.

Manager

Open Space

& Trees

Quarterly

progress report

Prepare a report investigating the

review of the dog-off leash hours for

parks in the municipality (including

identification of dog-off-leash areas)

and our approach of dog-off-leash

policies. [Refer NOM 12/11/2012].

Manager

Open Space

& Trees

Completed by

30/06/2014

5.6 Reduce impacts of

local flooding and

improve floodplain

risk management.

5.6.1 Develop and implement a five year

capital renewal program for stormwater

drainage infrastructure and Environmental

Works Program for water quality

improvements.

Manager

Engineering

Services

Quarterly

progress report

Implement the funded capital renewal

program and Environmental Works

Program.

Manager

Engineering

Services

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


5.6.2 Develop a Floodplain Risk Management

Plan for Watsons Bay Catchment.

Manager

Engineering

Services

Quarterly

progress report

5.7 Renew and

upgrade ageing

infrastructure

including roads,

footpaths,

stormwater drains

and seawalls.

5.7.1 Complete annual condition surveys and

prepare 5 year and annual Capital Works

Program for all classes of public

infrastructure.

Manager

Engineering

Services

Quarterly

progress report

Work with IT to investigate

appropriate asset management

software to improve efficiencies in the

area of asset management and

maintenance.

Manager

Engineering

Services

Completed by

30/06/2014

Continue to undertake a pro-active

condition review and analysis of

Council's stormwater assets.

Manager

Engineering

Services

Completed by

30/06/2014

5.7.2 Implement the Infrastructure Capital

Works Programs for renewal for all

classes of public infrastructure.

Manager

Capital

Projects

Quarterly

progress report

Implement the Infrastructure renewal

Capital Works Program.

Manager

Capital

Projects

Completed by

30/06/2014

Implement the Stormwater Capital

Works Program.

Manager

Capital

Projects

Completed by

30/06/2014


Details of specific capital works projects Council is proposing to undertake in 2013/14 in supporting the strategic Goal of Liveable places are detailed below.


2013/14

Capital

Budget

Capital Funding

E&IRL

Stormwater

Management

Charge

Grants /

Section 94

and 94A

Reserves

Funded

from

Operating

Budget

$ $ $ $ $ $

935 - Flood Plain Management

Stormwater Network Condition

Assessment

Continuation of stormwater audit 30,000 0 0 0 0 30,000

Watsons Bay Flood Risk Management Plan 30,000 0 0 -20,000 0 10,000

Total for Flood Plain Management

60,000 0 0 -20,000 0 40,000

939 - Parks & Reserves

Street tree planting New and replace 40,000 0 0 -40,000 0 0

Park tree planting New and replace 40,000 0 0 -40,000 0 0

Gap park Shared pathway 100,000 0 0 -100,000 0 0

Park furniture Rollout 20,000 0 0 -20,000 0 0

Drinking fountains Rollout 10,000 0 0 -10,000 0 0

Park lighting Upgrade 10,000 0 0 -10,000 0 0

Handrails Replace various 10,000 0 0 -10,000 0 0

Pathways Continuing replace at cooper 20,000 0 0 -20,000 0 0

Public art Major project 50,000 0 0 -50,000 0 0

Yarranabbe Pom actions 100,000 0 0 -100,000 0 0

Woollahra Park Pom actions 50,000 0 0 -50,000 0 0

Fencing Upgrade various location 35,000 0 0 -35,000 0 0

Harbour pools Access and handrails 10,000 0 0 -10,000 0 0

Redleaf and Blackburn Pom actions 20,000 0 0 -20,000 0 0

Coastal cliff walk Bollards and fence replace 30,000 0 0 -30,000 0 0

Park signage Resheet regulatory signs 20,000 0 0 -20,000 0 0

Park signage Remote supervision 10,000 0 0 -10,000 0 0

Foster park Softfall 15,000 0 0 0 -15,000 0



2013/14

Capital

Budget

Capital Funding

E&IRL

Stormwater

Management

Charge

Grants /

Section 94

and 94A

Reserves

Funded

from

Operating

Budget

$ $ $ $ $ $

Total for Parks & Reserves 590,000 0 0 -575,000 -15,000 0

941 - Playgrounds

Playgrounds Replace general 50,000 0 0 -50,000 0 0

Shade sails Replace 20,000 0 0 -20,000 0 0

Total for Playgrounds 70,000 0 0 -70,000 0 0

942 - Sportsfields

Synthetic wicket turf Staged replacement 12,000 0 0 -12,000 0 0

Cricket nets Replace nets at woollahra park 40,000 0 0 -40,000 0 0

Goal posts Staged replacement 20,000 0 0 -20,000 0 0

Floodlights Staged replacement 50,000 0 0 -50,000 0 0

Turf renovations Major renovation 50,000 0 0 -50,000 0 0

Total for Sportsfields 172,000 0 0 -172,000 0 0

984 - Parks / Ovals Buildings

Grimely Pavillion Refurbishment of amenities 100,000 0 0 -100,000 0 0

Trumper Oval Amenities Replace Hot Water Systems 20,000 0 0 0 0 20,000

Trumper Oval Amenities Re-tile showers & toilets 40,000 0 0 0 0 40,000

Christison Park Renovate existing amenities to include

disability access

100,000 0 0 -100,000 0 0

Total for Parks / Ovals Buildings 260,000 0 0 -200,000 0 60,000

987 - Community Facilities

E.J. Ward Replace carpet 45,000 0 0 0 0 45,000

Holdsworth St Replace Hot Water Systems 15,000 0 0 0 0 15,000

Sir David Martin Reserve Cottage Replace Hot Water System 5,000 0 0 0 0 5,000

SDMR Drill Hall & Sail Loft Replace Hot Water Systems 5,000 0 0 0 0 5,000

Cross St Community Centre Replace air conditioning systems 20,000 0 0 0 0 20,000



2013/14

Capital

Budget

Capital Funding

E&IRL

Stormwater

Management

Charge

Grants /

Section 94

and 94A

Reserves

Funded

from

Operating

Budget

$ $ $ $ $ $

Total for Community Facilities 90,000 0 0 0 0 90,000

968 - Stormwater Levy Works

Stormwater Small Works 60,000 0 -60,000 0 0 0

Harris Street, Paddington Stage 2 Stormwater system upgrade 125,000 0 -125,000 0 0 0

10-12 The Crescent & Hopetoun Ave

Stage 2

Pipe upgrade and inlet capacity increase 100,000 0 -100,000 0 0 0

Vaucluse Road, Vaucluse Stormwater upgrade 120,000 0 -120,000 0 0 0

Victoria Street, Watsons Bay Watsons Bay Outlet pipe upgrade Stage 1 30,000 0 -10,000 -20,000 0 0

Condition assessment for the stormwater

network

20,000 0 -20,000 0 0 0

Bellevue Rd Conduit Scheme Stage 2 Yamba Rd upgrade stormwater system 150,000 0 -50,000 -100,000 0 0

Total for Stormwater Levy Works 605,000 0 -485,000 -120,000 0 0

969 – Infrastructure Renewal Program

Seawalls - Revise Condition Report 30,000 -20,980 0 0 0 9,020

Parsley Bay Bridge Repair Works 370,000 -356,670 0 0 -12,870 460

Redleaf Pool Repair Works 200,000 -139,870 0 0 -60,130 0

Retaining Wall Small Works 50,000 -34,970 0 0 0 15,030

20-22 Bathurst Street Retaining Wall Repairs 60,000 -41,960 0 0 0 18,040

Carlisle Street, Rose Bay Retaining walls and slope stabilisation 40,000 -27,970 0 0 0 12,030

Mitchell Road Retaining Wall Fence Upgrade 50,000 -34,970 0 0 0 15,030

Russell Street, Woollahra Pavement Resheeting 40,000 0 0 -40,000 0 0

Dudley Street & Ashton Lane Pavement Resheeting 31,000 0 0 -31,000 0 0

Birriga Road, Bellevue Hill Pavement Resheeting 42,000 0 0 -42,000 0 0

Holt Street, Double Bay, Ocean Ave to

Henrietta St

Pavement Resheeting 51,500 0 0 -51,500 0 0



2013/14

Capital

Budget

Capital Funding

E&IRL

Stormwater

Management

Charge

Grants /

Section 94

and 94A

Reserves

Funded

from

Operating

Budget

$ $ $ $ $ $

Davies Avenue, Vaucluse Pavement Resheeting 30,000 0 0 -30,000 0 0

Ocean Street/ Trelawney Street Intersection Resheeting 130,000 -45,460 0 -65,000 0 19,540

Design Infrastructure Renewal Program

2014/2015

50,000 -34,970 0 0 0 15,030

Plan and control the Infrastructure

Renewal Program 2013/2014

20,000 -13,990 0 0 0 6,010

Minor Capital Works Various Road Infrastructure Renewal 200,000 -139,870 0 0 0 60,130

NSH Road (South), Rose Bay, Kent St to

Rose Bay Ave

Footpath replacement 260,000 -181,830 0 -46,530 -31,640 0

Drumalbyn Rd, Bellevue Hill, Beresford Rd

to #82 (Stage 1)

Footpath 65,000 -45,460 0 0 0 19,540

Kambala Road, Bellevue Hill (Stage 2) Road Pavement 350,000 -244,780 0 -105,220 0 0

Harkness Ln, Woollahra Road, footpath, K&G, driveway

reconstruction

66,000 -46,160 0 0 0 19,840

Nelson Ln, Woollahra, Queen St to Nelson

St

Road pavement, K&G, dish drain

reconstruction

54,000 -37,770 0 0 0 16,230

John St, Woollahra, #59 to Ocean St Road pavement, footpath, K&G 200,000 -139,870 0 -60,130 0 0

Edgecliff Rd, Woollahra, Wellington St to

Roslyndale St

K&G 150,000 -104,900 0 -24,520 0 20,580

Moncur St (west), Woollahra, Queen Road pavement, footpath, K&G 107,000 -74,860 0 0 0 32,140

Mona Rd & Mona Ln, Darling Point Road pavement 167,000 -116,790 0 0 0 50,210

South Avenue, Double Bay K&G, parking bay 110,000 -76,930 0 0 0 33,070

New Beach Rd Road pavement, K&G 200,000 -139,870 0 -60,130 0 0

Darling Point Rd, Greenoakes Ave to

Eastbourne Rd

Road pavement 50,000 -34,970 0 0 0 15,030

Preston Ave, Double Bay/ Bellevue Hill Footpath, stairway 105,000 -73,430 0 0 0 31,570

Glenmore Rd, Paddington, Campbell Ave

to Brown St Stage 1

Road pavement, footpath, K&G 100,000 -69,940 0 0 0 30,060

Union St, Paddington, Underwood St to

Broughton St Stage 1


Paddington St, Paddington Stage 2 Footpath, K&G 200,000 -139,870 0 -60,130 0 0



2013/14

Capital

Budget

Capital Funding

E&IRL

Stormwater

Management

Charge

Grants /

Section 94

and 94A

Reserves

Funded

from

Operating

Budget

$ $ $ $ $ $

Glenview St, Paddington, Liverpool St to

Boundary St


Underwood St, Paddington Stage 2 Road pavement, footpath, K&G 150,000 -104,900 0 0 0 45,100

William St, Double Bay Stage 2 180,000 -125,890 0 -54,110 0 0

Coolong Rd, Vaucluse, Greycliffe Ave to

Wentworth Rd Stage 1


Hopetoun Ave, Vaucluse, #53 to #85 Road pavement, footpath, K&G 116,000 -81,130 0 0 0 34,870

Vaucluse Rd, Vaucluse, Nielson Park west

entrance to #45 Vaucluse Rd Stage 2

Footpath 195,000 -136,380 0 0 0 58,620

Village High Road, Vaucluse, Kings Rd

(south) to Macquarie Pl Stage 1

185,000 -129,380 0 0 0 55,620

Total for Infrastructure Renewal Program 4,819,500 -3,287,030 0 -670,270 -104,640 757,560

Total for THEME : Liveable places 6,666,500 -3,287,030 -485,000 -1,827,270 -119,640 947,560



Our key challenges

Traffic congestion Responding to pressures resulting from increased

development, increased car ownership and the

resulting noise and traffic congestion.

Parking Providing parking in high density neighbourhoods

and shopping centres.

Roads and footpaths Planning for accessible, pedestrian and bicycling

friendly road and footpath networks.

Road Safety Improving safety for all classes of road users,

particularly pedestrian and cyclist safety due to

speeding.

Transport Promoting improved public and community

transport.


Woollahra will be a place where it is easy to get around, easy to access our foreshore, our recreation facilities, our green open space and our public and

private institutions. We will also have easy access to the city and its wide range of services and facilities, and be able to access public transport, walking and

cycling routes within our area.





Community satisfaction with the built environment and convenience

of getting around, measured every four years.

Performance indicator:

Community satisfaction with the convenience of community and

public transport.

Community satisfaction with local traffic.

Community satisfaction with footpaths and bicycle paths.

Levels of car ownership.


Goal 6: Getting around – Budget details

2012/13

Original

Budget

$'000

2012/13

Current

Forecast

$'000

2013/14

Budget

$'000







3,274 3,367 3,880

Operating Income

Rates & Annual Charges (165) (181) (189)

Fees & Charges 2,640 2,565 2,605

Interest - - -


Other Revenues 6,304 6,103 6,387


8,779 8,487 8,804

Operating Result Surplus/(Deficit) 5,505 5,120 4,924


Capital Budget 978 1,290 644




Capital Funding

Capital Grants & Contributions - - (32)

Transfers from Reserve (500) (813) (39)



Budget Result Surplus/(Deficit) 5,306 4,927 4,634

Employee Costs

$1,541

40%

Materials &

contracts

$1,751k

45%

Depreciation

$338k

9%

Other Expenses

$251

6%


$3,880k

Fees & Charges

$2,605k

30%

Other Revenues

$6,387k

73%

Operating Income

$8,804k


THEME: Quality places and space


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


6.1

Facilitate an

improved network

of accessible and

safe alternate

transport options.

6.1.1 Provide for sustainable, safe

convenient and efficient local

movement of pedestrians and vehicle.

Manager

Engineering

Services

Quarterly

progress report

Implement projects arising from

recommendations of the Woollahra

Local Traffic Committee (LTC).

Manager

Engineering

Services

Completed by

30/06/2014

Implement project and actions

adopted in the Woollahra Bike

Strategy.

Manager

Engineering

Services

Completed by

30/06/2014

Develop a policy for traffic

management and parking, in the

vicinity around schools, preschools

and childcare centres and report on

the findings, recommendations and

draft policy within 6 months. [Refer

to NOM 11/03/2013].

Manager

Engineering

Services

Completed by

31/12/2013

6.1.2 Convene and service the Woollahra

Local Traffic Committee and implement

actions arising from this Committee‟s

recommendations as adopted by

Council.

Manager

Engineering

Services

Quarterly

progress report


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


6.2

Improve the

management of

public parking on-

street and off-

street.

6.2.1 Maintain public parking infrastructure

and parking across the municipality.

Manager

Engineering

Services

Quarterly

progress report

Prepare a report to the appropriate

committee outlining the most

efficient mechanism to provide the

community of Rose Bay with a

multi-storey carpark on the current

Wilberforce Avenue carpark. [Refer

NOM 10/12/2012].

Manager

Property

Completed by

30/06/2014

6.2.2 Provide parking enforcement services. Manager

Compliance

Quarterly

progress report

Undertake a review of resident

parking restrictions, prioritising high

demand parking areas.

Manager

Engineering

Services

Completed by

30/06/2014

6.3

Promote provision

of better, more

integrated public

and community

transport.

6.3.1 Provide services and programs to

support improved and accessible public

transport.

Manager

Engineering

Services

Quarterly

progress report

6.3.2 Maintain and upgrade where possible,

public transport facilities.

Manager

Engineering

Services

Quarterly

progress report

6.3.3 Contract Holdsworth Community

Centre and Services to conduct

individual and community transport

services throughout the Municipality.

Manager

Community

Development

Quarterly

progress report


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


6.4

Reduce traffic

congestion, noise

and speeding.

6.4.1 Reduce vehicle speed and traffic

congestion through the introduction of

traffic management facilities.

Manager

Engineering

Services

Quarterly

progress report

Implement the annual Traffic Capital

Works Program.

Manager

Capital

Projects

Completed by

30/06/2014


Details of specific capital works projects Council is proposing to undertake in 2013/14 in supporting the strategic Goal of Getting around are detailed below.


2013/14

Capital

Budget

Capital Funding

E&IRL

Stormwater

Management

Charge

Grants /

Section 94

and 94A

Funded

from

Operating

Budget

$ $ $ $ $

933 - Traffic Infrastructure

Traffic Strategy Projects High Priority Projects as identified by Traffic

Strategy 2013

430,000 0 0 0 430,000

Bicycle Facilities A2 New South Head Rd, Rushcutters Bay 13,000 0 0 -6,500 6,500

Bicycle Facilities A2 New South Head Road, Vaucluse 15,000 0 0 -7,500 7,500

Bicycle Facilities B20 The Crescent, Parsley Bay, Fitzwilliam Rd,

Vaucluse

24,000 0 0 -12,000 12,000

Bicycle Facilities Marathon Road Bike Ramp 12,000 0 0 -6,000 6,000

Total for Traffic Infrastructure

494,000 0 0 -32,000 462,000

989 - Car Parks

Cross St Lighting Upgrade 150,000 0 0 0 150,000

Total for Car Parks 150,000 0 0 0 150,000

Total for Goal : Getting around 644,000 0 0 -32,000 612,000


THEME: A healthy environment



Introduction

Woollahra has 16km of harbour foreshore, consisting of rocky headlands, coastal cliffs and beaches. There are approximately 75 hectares of bushland

located across nine reserves with three vegetation communities, containing 311 plant species including two threatened and one vulnerable species.

The Woollahra Local Government Area drains into two water catchment areas; Port Jackson South Catchment (95%) drains to Sydney Harbour and the

Sydney Coastal Catchment (remaining 5%) drains to the Tasman Sea. There are four significant waterways within the Municipality; Parsley Creek, Cooper

Park Creek, Vaucluse Creek and Rose Bay Creek.

A healthy environment underpins the prosperity of our area and it must be considered in everything we do. This means healthy ecosystems with clean air,

clean land and clean waterways. To maintain a healthy environment, Woollahra must head towards sustainable water management, efficient buildings and a

reduction in waste and emissions.


Council has significantly reduced its own water and energy usage in recent years, and will encourage the community to do likewise. Water usage by

Woollahra residents has traditionally been higher than the Sydney average. Water and Energy in Woollahra needs to be carefully managed into the future to

ensure sustainable use. Integrating the principles of sustainability into property and land management practices is vital to effectively addressing the pressures

impacting on our environment.

Council is committed to improving native bushland through a bush regeneration program, the implementation of a tree management policy and managing tree

preservation orders for trees on private and public land. Council provides waste management services, where we are aiming to reduce disposal of waste to

landfill and encourage recycling. We conduct community education programs across a number of environmental areas, notably waste reduction, recycling,

sustainable living and water quality improvement.



Our key challenges

Environmental

impacts

Minimising impacts of development and land use

on the environment.

Biodiversity Improving biodiversity and protecting

threatened species.

Bushland Preserving and regenerating bushland areas, to

help protect, conserve and enhance our native

species of flora and fauna.

Pollution Reducing water pollution.

Goal 7: Protecting our environment

Woollahra will be a place where the natural environment will be protected and conserved from adverse impacts, to preserve our vegetation and wildlife

habitats.





Woollahra Local Government Area carbon footprint.

Community satisfaction with the natural environment, measured

every four years.


Community satisfaction with bushland and foreshore areas.

Water quality.

Percentage of regenerated native bushland.


Goal 7: Protecting our environment – Budget details

2012/13

Original

Budget

$'000

2012/13

Current

Forecast

$'000

2013/14

Budget

$'000







1,185 1,185 1,259

Operating Income


Fees & Charges - - -

Interest - - -

Operating Grants & Contributions 41 41 -



41 41 1







Capital Funding


Transfers from Reserve - - (19)




Employee Costs

$976k

77%

Materials &

contracts

$186k

15%

Depreciation

$25k

2%

Other Expenses

$73k

6%


$1,259k

Other Revenues

$1k

100%

Operating Income

$1k



Goal 7: Protecting our environment

Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


7.1

Protect natural

landscapes,

systems and

biodiversity.

7.1.1 Plan and implement strategies and

initiatives to enhance natural landscapes

and systems.

Manager

Open Space

& Trees

Quarterly

progress report


improvements to natural areas.

Manager

Open Space

& Trees

Quarterly

progress report

Implement the funded Environmental

Works Program.

Manager

Open Space

& Trees

Completed by

30/06/2014

7.1.3 Educate and partner with the community

on the protection of natural areas and

waterways, including Bushcare.

Manager

Open Space

& Trees

Quarterly

progress report

7.1.4 Provide scheduled tree maintenance

program and services and respond to

customer needs.

Manager

Open Space

& Trees

Quarterly

progress report

7.2 Preserve and

restore bushland

areas and create

wildlife corridor

plantings.

7.2.1 Continue the implementation of the

Greenweb Street Tree Strategy.

Manager

Open Space

& Trees

Quarterly

progress report

Implement street tree planting projects

(Greenweb).

Manager

Open Space

& Trees

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


7.3 Support cleaner,

healthier

waterways

including improved

water quality and

healthy water

catchments,

creeks and

harbour.

7.3.1 Implement a five year capital renewal

program for stormwater drainage

infrastructure and Environmental Works

Program for water quality improvement.

Manager

Capital

Projects

Quarterly

progress report

Implement the funded Environmental

Works Program for drainage

infrastructure.

Manager

Capital

Projects

Completed by

30/06/2014

7.3.2 Undertake water quality monitoring for

public waterways.

Manager

Open Space

& Trees

Quarterly

progress report

Implement the Water Quality

Monitoring Strategy.

Manager

Open Space

& Trees

Completed by

30/06/2014

7.3.3 Provide street cleaning services to prevent

litter and dirt entering the stormwater

drainage system.

Manager

Civil

Operations

Quarterly

progress report

7.3.4 Implement the Stormwater Asset

Strategy.

Manager

Capital

Projects

Quarterly

progress report

Implement the funded Stormwater

Works Program.

Manager

Capital

Projects

Completed by

30/06/2014


THEME : A healthy environment

Our key challenges

Energy and

Emissions

Reducing our greenhouse gas emissions.

Climate change Minimising the impacts of climate change,

including sea level rise.

Waste Disposal Reducing the generation of waste and the

disposal of waste to landfill sites as they reach

capacity.

Water Reducing water usage and maximising reuse of

water.

Government

Leadership

Working with all levels of government to manage

the impacts of climate change.


Woollahra will reduce energy and water use, reduce emissions and develop adaptation actions that will reduce the impacts of climate change. We will

minimise waste generation and encourage resources recycling.





Woollahra Local Government Area carbon footprint.

Community satisfaction with the natural environment, measured

every four years.


Percentage of reduction in potable water usage.

Percentages of waste going to land fill.

Percentage of resource recovery of waste.

Meeting Resource NSW and associated waste reduction targets.

Percentage of electricity used coming from renewable energy.

Meeting Council‟s adopted carbon footprint goals.


Goal 8: Sustainable use of resources – Budget details

2012/13

Original

Budget

$'000

2012/13

Current

Forecast

$'000

2013/14

Budget

$'000







9,308 9,486 9,703

Operating Income

Rates & Annual Charges 10,210 10,225 11,428

Fees & Charges 1,945 1,963 2,043

Interest - - -

Operating Grants & Contributions 41 41 -



12,296 12,321 13,549



Capital Budget 580 1,547 560



Transfers to Reserve 750 404 842

Capital Funding

Capital Grants & Contributions (140) (267) (120)

Transfers from Reserve (440) (1,280) (472)

Net Internal Charges Expense/(Income) 2,600 2,626 3,133


Budget Result Surplus/(Deficit) (145) 22 27

Employee Costs

$3,378k

35%

Materials &

contracts

$2,119k

22%

Depreciation

$46k

0%

Other Expenses

$4,160k

43%


$9,703k

Rates & Annual

Charges

$11,428k

84%

Fees & Charges

$2,043k

15%

Other Revenues

$77k

1%

Operating Income

$13,549k


THEME : A healthy environment


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


8.1

Reduce

greenhouse gas

emissions and

ecological

footprint.

8.1.1 Provide policy and planning initiatives

based on the principles of Ecologically

Sustainable Development (ESD).

Manager

Strategic

Planning

Quarterly

progress report

Integrate Ecological Sustainable

Development (ESD within the new

principal Local Environmental Plan

(LEP) considerations).

Manager

Strategic

Planning

Completed by

31/12/2013

8.1.2 Provide programs and projects to

reduce local greenhouse gas emissions

and ecological footprint.

Manager

Open Space

& Trees

Quarterly

progress report

Implement Council's Energy Savings

Action Plan.

Manager

Open Space

& Trees

Completed by

30/06/2014

Provide programs and projects to

reduce local greenhouse gas

emissions and ecological footprint.

Manager

Civil

Operations

Completed by

30/06/2014

Participate and implement projects

arising from the Three Council

Ecological Footprint Project.

Manager

Open Space

& Trees

Completed by

30/06/2014

8.1.3 Coordinate Council‟s Environmental

Grants Program.

Manager

Open Space

& Trees

Quarterly

progress report


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


8.2

Monitor and

strategically

manage

environmental

risks and impacts

of climate change.

8.2.1 Participate in projects that respond to

the effects of climate change, including

the effects of sea level rise.

Manager

Open Space

& Trees

Quarterly

progress report

Develop a Climate Change

Adaptation Plan.

Manager

Open Space

& Trees

30/06/2014

8.3

Encourage and

assist our

community to be

leaders in waste

management and

resource recycling.

8.3.1 Encourage greater community

participation in waste reduction,

recycling and composting initiatives.

Manager

Civil

Operations

Quarterly

progress report

Carry out the household clean-up

collection service.

Manager

Civil

Operations

Completed by

30/06/2014

Participate in the regional waste

avoidance/reduction recycling

project.

Manager

Civil

Operations

Completed by

30/06/2014

Review recycling collection service

and conduct tender process for new

contract service.

Manager

Civil

Operations

Completed by

30/06/2014

8.3.2 Implement programs to educate the

community including schools, residents,

community groups, businesses and

staff on reducing waste and litter and

increasing re-use and recycling.

Manager

Civil

Operations

Quarterly

progress report

Carry out education programs to

relevant stakeholders.

Manager

Civil

Operations

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


8.3.3 Conduct cost effective and efficient

waste collection and recycling to

residents and businesses.

Manager

Civil

Operations

Quarterly

progress report

8.3.4 Conduct organic recycling services. Manager

Civil

Operations

Quarterly

progress report

Carry out green/organics waste

collection service.

Manager

Civil

Operations

Complete by

30/06/2014

8.4

Reduce local water

usage by Council

and on private

property.

8.4.1 Encourage greater community

participation in water savings

initiatives.

Manager

Open Space

& Trees

Quarterly

progress report

8.4.2 Implement the Environmental Education

Program for each year.

Manager

Open Space

& Trees

Quarterly

progress report

8.4.3 Educate the community to reduce use

of potable water.

Manager

Open Space

& Trees

Quarterly

progress report

8.5

Promote and carry

our water sensitive

urban design.

8.5.1 Integrate water sensitive urban design

into local infrastructure and

development.

Manager

Open Space

& Trees

Quarterly

progress report


Details of specific capital works projects Council is proposing to undertake in 2013/14 in supporting the strategic Goal of Sustainable use of resources are

detailed below.


2013/14

Capital

Budget

Capital Funding

E&IRL

Stormwater

Management

Charge

Grants /

Section 94

and 94A

Reserves

Funded

from

Operating

Budget

$ $ $ $ $ $

959 - Environmental Works Program

Control the program 50,000 -50,000 0 0 0 0

Baseline catchment management 10,000 -10,000 0 0 0 0

Community communication 5,000 -5,000 0 0 0 0

Community reporting 5,000 -5,000 0 0 0 0

Education target group 1 33,000 -33,000 0 0 0 0




Water qual monitor 25,000 -25,000 0 0 0 0

WSUD investigation 20,000 -20,000 0 0 0 0

Stormwater harvesting investigate 25,000 -25,000 0 0 0 0

WSUD implement 82,000 -45,000 0 0 0 37,000

Climate change and carbon reduction 45,000 -45,000 0 0 0 0

Sustainable business 5,000 -5,000 0 0 0 0

Sustainability action plan 40,000 -40,000 0 0 0 0

Estuary management plan 5,000 -5,000 0 0 0 0

Stormwater harvesting construct 100,000 -50,000 0 -50,000 0 0

Enhance biodiversity 20,000 0 0 -20,000 0 0

Sustainable building service 50,000 0 0 -50,000 0 0

Total for Environmental Works Program 560,000 -403,000 0 -120,000 0 37,000

Total for Goal : Sustainable use of resources 560,000 -403,000 0 -120,000 0 37,000


THEME: Local prosperity



Introduction

Local prosperity refers to how we will support our local economy whilst balancing growth with business

and tourism demands, and community desires. A prosperous community is one that provides a strong

economic base while also providing for the lifestyle benefits that we all enjoy. While economic security is

important, there needs to be a balance to enable the fulfilment of family, community and leisure interests.

We have a relatively stable local economy. Woollahra is the location of some of Sydney's premier shopping

precincts, such as Double Bay, Paddington and Queen Street, Woollahra. Set amid residences of great

heritage value and surrounded by Sydney Harbour, open parks and tree-lined boulevards, the vibrant retail

precincts present wonderful shopping and dining in the relaxed ambience of small villages. This provides

many opportunities for prosperity and development of a robust local economy.

Set on Sydney Harbour, Woollahra is also a premier tourist area. From Watsons Bay to Paddington, the

area is one of the most visited regions for overseas tourists to Sydney.



Council aims to improve and promote our town centres, improve our understanding of tourism trends and the role tourism plays in the local economy.

We will improve accessibility to and around our key economic activity centres.

We support the key commercial areas of Double Bay and Oxford Street, Paddington, with financial assistance and support through assistance in the

coordination of major events.

In working with businesses and organisations operating in this field we are mindful of our respective responsibilities to ensure that tourism is sensitive to the

environment and not unnecessarily intrusive in a social sense.

Kiaora Lands Development

Woollahra Council has entered into a joint venture with Woolworths to deliver a $110 million redevelopment that is set to revitalise Double Bay.

This involves the redevelopment of the existing Woolworths site on New South Head Road, council's Kiaora Lane and Anderson Street car parks, as well as a

number of properties in Kiaora Road and Patterson Street.

It includes a new Woolworths supermarket, a range of retail, commercial and speciality stores, a new three storey state-of-the-art public library and a car

park that will provide 442 car spaces.

The development is expected to generate an extra $100 million in revenue for the local economy when it is completed and will create up to 300 new jobs.

The construction of stage 1 will take place from January 2013

until April 2014.

For further information, visit http://www.woollahra.nsw.gov.au/kiaoralands

http://www.woollahra.nsw.gov.au/kiaoralands


THEME : Local prosperity

Our key challenges

Economy Boosting local business and tourism whilst

protecting neighbourhood amenity.

Local business Supporting local businesses.

Retail business Boosting rental occupancy rates and retail

business.

Tourism Promoting and managing tourism nodes.

Goal 9: Community focused economic development

Woollahra will maintain the diversity of our local economic base and encourage new business into the area that will enhance and positively impact on

community life.





Employment figures and vacancy rates in commercial areas.


Occupancy rates in major shopping precincts.

Local employment trends.

Resident employment levels.


Goal 9: Community focused economic development – Budget details

2012/13

Original

Budget

$'000

2012/13

Current

Forecast

$'000

2013/14

Budget

$'000




Borrowing Costs - - 1,099



2,408 2,479 4,072

Operating Income

Rates & Annual Charges - - (4)


Interest - - -


Other Revenues 15 16 1,850


15 16 1,846



Capital Budget 210 223 2,240




Capital Funding


Transfers from Reserve - (126) (2,100)




Employee Costs

$1,843k

45%

Materials &

contracts

$679k

17% Depreciation

$46k

2%

Borrowing

Costs

$1,099k

27% Other Expenses

$407k

10%


$4,072k

Other Revenues

$1,850k

100%

Operating Income

$1,846k



Goal 9: Community focused economic development

Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


9.1

Encourage vibrant

and vital local

suburbs, villages

and

neighbourhoods

that support a

healthy economy.

9.1.1 Provide optimal parking to local

residents and commercial centres and

monitor parking meters.

Manager

Engineering

Services

Quarterly

progress report

Undertake in co-operation with the

Double Bay Partnership Sydney‟s

most extensive Grower‟s/Art and

Crafts/Food Market in NSW in

Double Bay, during the Sydney

International Food Festival (SIFF).

[Refer NOM 12/07/2010].

Director

Planning &

Development

Completed by

30/06/2014

9.1.2 Encourage economic development in

business and retail centres.

Director

Planning &

Development

Quarterly

progress report

Participate in and support the

operation of the Double Bay

Partnership.

Director

Planning &

Development

Completed by

30/06/2014

Support the operation of the

Paddington Business Partnership.

Director

Planning &

Development

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


Write to the Double Bay Partnership

requesting they hold an Extraordinary

General Meeting of the members to

consider changing the Constitution to

have a non-business owning resident

of Double Bay on the Board as a full-

voting member.

[Refer NOM 13/08/2012].

Director

Planning &

Development

Completed by

30/06/2014

Undertake project oversight and

leasing activities for Stage 1 of the

Kiaora Lands Development.

Director

Technical

Services

Completed by

30/06/2014

9.1.3 Carry out urban design studies for

areas, precincts and sites.

Director

Planning &

Development

Quarterly

progress report

9.1.4 Manage and promote open space and

foreshore areas with high visitation

rates.

Manager

Open Space

& Trees

Quarterly

progress report

9.2 Balance tourism

demands with

impacts on the

community.

9.2.1 Ensure planning for high profile tourism

areas considers and protects residential

amenity.

Manager

Strategic

Planning

Quarterly

progress report


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


9.3 Maintain a high

quality public

domain to support

and promote local

business.

9.3.1 Provide services to meet community

expectations in relation to the

presentation of business centres and

high profile areas.

Manager

Civil

Operations

Quarterly

progress report

Prepare prioritised program of

infrastructure upgrades of

commercial centres throughout the

Local Government Area (LGA).

Manager

Engineering

Completed by

31/12/2013

9.3.2 Provide street furniture maintenance

services.

Manager

Property

Quarterly

progress report

Implement the Streetscape Works

Program.

Manager

Capital

Projects

Completed by

30/06/2014


Details of specific capital works projects Council is proposing to undertake in 2013/14 in supporting the strategic Goal Community focused economic

development are detailed below.


2013/14

Capital

Budget

Capital Funding

E&IRL

Grants /

Section 94

and 94A

Loans Reserves

Funded

from

Operating

Budget

$ $ $ $ $ $

945 - Streetscapes

Bus Shelter Replacement Programme 100,000 0 0 0 0 100,000

Oxford Street Streetscape Works Subject to LIRS application approval 295,000 0 0 -295,000 0 0

Military Road Watsons Bay Streetscape

Works

Subject to LIRS application approval 400,000 0 0 -400,000 0 0

William Street, Paddington Streetscape

Works


Edgecliff Road, Woollahra Streetscape

Works


Total for Streetscapes

2,200,000 0 0 -2,100,000 0 100,000

915 - Business Centres

Business Centres 40,000 0 0 0 0 40,000

Total for Business Centres 40,000 0 0 0 0 40,000

982 - Commercial / Leased Properties

Kiaora Lands Stage 1 59,067,659 -50,000 -150,000 -58,250,000 -617,659 0

Total for Commercial / Leased Properties 59,067,659 -50,000 -150,000 -58,250,000 -617,659 0

Total for THEME : Local prosperity 61,307,659 -50,000 -150,000 -60,350,000 -617,659 140,000

THEME: Community leadership and participation



Introduction

We expect ethical and inspired leadership from all levels of government with a genuine commitment to work together to make our community a better place

to live. This includes the opportunity to participate in decision-making in things that are important to us, such as infrastructure, transport, public services,

facilities, financial management and service provision.

Through responsive community leadership we will demonstrate „best practice‟ and work together to achieve a more sustainable Woollahra.

Council can improve community governance by empowering communities to actively engage in civic life, to be involved in the decision-making process and

to take responsibility for identifying and providing solutions to their own concerns.

Transparency and accountability - knowing what is done, and why it is done - is extremely important to our community. Community confidence in these

areas is achieved through having a strong and effective corporate governance framework of systems, policies and procedures that underpin everything an

organisation does.


Council is committed to the highest standards of corporate governance. We continually review our governance framework and systems to ensure integrity is

maintained in all Council‟s processes. This extends to the preparation and publication of all meeting agendas, business papers and minutes to ensure all

interested parties have readily available and timely access to information relating to Council decisions.

Council is a customer service organisation. Everything we do and how we do it shapes our customer service reputation. We understand that community

needs are dynamic and that we need to continually evaluate service provision. We aim to meet the diverse needs of our customers by providing quality

customer service that is friendly, helpful and professional.


Supporting the delivery of our external services to the Woollahra community are a range of internal corporate services, essential to the efficient running of

our organisation. Our vast network of information technology provides timely and accessible electronic data across all areas of Council and is the gateway

for online communication and e-business transactions with Council.

Underpinning all of our operations is a highly skilled and dedicated workforce of approximately 380 full time equivalent staff across a broad range of

professions, trades and operations. Council greatly values its employees and is committed to providing on-going learning and development opportunities for

all staff. We are also committed to fostering a workplace culture that is aligned with our corporate values.

Council continues to apply prudent financial management strategies and practices in order to protect community assets and facilitate the delivery of cost

effective and efficient service to our community. A recent report by the NSW Treasury Corporation (TCorp) into the Financial Sustainability of NSW Council‟s

has assessed Council‟s current financial position as „Moderate‟ with a „Neutral‟ outlook for the next 3 years. Whilst TCorp have stated that a Moderate

assessment is acceptable in terms of a Council‟s financial sustainability, revised Long Term Financial modelling to be completed early in 2013/14 will identify

opportunities to improve Council‟s financial sustainability rating from the current assessment by TCorp of Moderate. The revised Long Term Financial

modelling will include consideration of a potential special rate variation application to the Independent Pricing and Regulatory Authority in 2014.

Council intends to consult widely with the Woollahra community in respect of the review of the long term financial plan and the potential special rate

variation application to IPART.

Council has established a proactive risk management strategy through the development, implementation and maintenance of risk management systems

across the organisation. The objectives of our risk management strategies are to minimise the incidence of personal injury and ill-health to employees and

members of the public, damage to equipment and facilities, financial losses to the Council and public, as well as the resources spent in response to risks.



Our key challenges

Communication Meeting the diverse communication requirements

of the Woollahra community.

Community

Engagement

Engaging the broader community in planning and

decisions that affect the long term future of the

Woollahra area.

Responsive Council Effectively responding to community needs.

Strategic

Partnerships

Establishing partnerships and strengthening

relationships with other levels of Government

and community organisations.

Goal 10: Working together

Woollahra will be a place where residents are well informed and able to contribute to their community. Council will listen and response to requests and

concerns through open communication and engagement.






provision, measured every four years.


Community satisfaction levels with Council communication

processes.

Community awareness of Council services and activities.

Level of community requests answered within service standards.

Level of community engagement in decision-making.


Goal 10: Working together – Budget details

2012/13

Original

Budget

$'000

2012/13

Current

Forecast

$'000

2013/14

Budget

$'000





Depreciation - - -


619 610 600

Operating Income



Interest - - -


Other Revenues - - -


- - -







Capital Funding


Transfers from Reserve - - -

Net Internal Charges Expense/(Income) (5) (4) (7)

LESS: Non-cash Items - - -

Budget Result Surplus/(Deficit) (614) (605) (594)

Employee Costs

$466k

78%

Materials &

contracts

$37k

6%

Other Expenses

$98k

16%


$600k



Goal 10: Working together

Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


10.1 Improve

communication

with the

community and

increase

awareness of

Council‟s

activities.

10.1.1 Provide professional publications,

promotional material and media releases.

Manager

Communications

Quarterly

progress report

10.1.2 Provide educational tours for school

children and community groups on local

government processes and Council‟s role

in the community.

Manager

Communications

Quarterly

progress report

10.2 Plan for the

future for

Woollahra.

10.2.1 Maintain a long term Community

Strategic Plan for Woollahra.

Director

Corporate

Services

Quarterly

progress report

10.3 Build and foster

relationships,

strategic

networks and

work

collaboratively

with all levels of

government,

non-government

organisations,

the private

sector and

community

groups.

10.3.1 Work closely with the Southern Sydney

Regional Organisation of Councils

(SSROC) and other appropriate regional

bodies to improve service efficiency and

effectiveness and to promote Council‟s

position on matters of common interest.

General

Manager

Quarterly

progress report

Actively participate in a range of

SSROC Working Groups formed to

undertake projects.

General

Manager

Completed by

30/06/2014



Our key challenges

Decision

Making

Effectively engaging, consulting and

communicating with a changing community.

Policies and

Strategies

Maintaining effective, up-to-date strategies,

policies, systems and processes to deliver cost

effective and efficient service to our community.

Risk

Management

Protecting the community against damage and

injury. The identification, assessment and

proactive management of potential risks

associated with the undertaking of all Council

activities.

Council

finances

Maintaining financial efficiency in a competing

and demanding environment.

Assets Funding the capital works required to maintain

valuable community assets.

Goal 11: Well managed Council

Woollahra Council will be open and accountable to all stakeholders, encourage participation in decision making and make decisions that are in the public

interest. Through effective long term planning we will develop and implement strategies and ensure ongoing resources to fulfi l long term community goals.







provision, measured every four years.


Comparative result in Local Government Managers (LGMA)

Sustainable Finances Health Check.

Comparative results in Local Government Managers (LGMA) Good

Governance Health Check.


Goal 11: Well managed Council – Budget details

2012/13

Original

Budget

$'000

2012/13

Current

Forecast

$'000

2013/14

Budget

$'000




Borrowing Costs 439 439 397

Depreciation 2,149 2,149 2,160


20,571 20,458 21,018

Operating Income

Rates & Annual Charges 34,249 34,287 35,432


Interest 1,960 2,226 1,634

Operating Grants & Contributions 1,721 875 1,732

Other Revenues 3,228 3,322 3,404

Net Gain/(Loss) on Sale of Assets 268 574 (751)

41,660 41,518 41,701



Capital Budget 3,413 5,057 61,919

Loan Principal Repayments 944 944 1,016

Employee Entitlements paid on Termination 395 395 395

Transfers to Reserve 6,374 7,043 6,049

Capital Funding

Capital Grants & Contributions (1,600) (1,850) (1,775)

Transfers from Reserve (1,117) (3,302) (59,222)

Net Internal Charges Expense/(Income) (3,540) (3,555) (3,888)

LESS: Non-cash Items (4,626) (4,626) (4,999)

Budget Result Surplus/(Deficit) 20,847 20,955 21,188

Employee Costs

$8,032k

38%

Materials &

contracts

$3,361k

16%

Borrowing

Costs

$397, 2%

Depreciation

$2,160k

10%

Other Expenses

$7,068k

34%


$21,018k

Rates & Annual

Charges

$35,432k

85%

Fees & Charges

$250k

1%

Interest

$1,634k

4%

Operating

Grants & Cont's

$1,732k

4%

Other Revenues

$3,404k

8%

Net Loss on

Sales

($751)

-2%

Operating Income

$41,701k



Goal 11: Well managed Council

Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


11.1 Facilitate

community led

decision-making

that is open,

honest, and

ethical and

benefits the

broad

community.

11.1.1 Undertake community consultation and

engagement process in Council

decision-making and the delivery of

projects.

Manager

Communications

Quarterly

progress report

Continue to keep the local residents

and relevant stakeholders informed

of progress on the Kiaora Lands

development.

Manager

Communications

Completed by

30/06/2014

Prepare a report to the Corporate &

Works Committee, as a priority,

identifying online platforms and

initiatives that can be used to

increase community engagement and

drive Council operational efficiency.

[Refer NOM 11/03/2013].

Director

Corporate

Services

Completed by

31/12/2013

Progress further investigation of the

community priorities and drivers of

community satisfaction from the

results of the 2012 Community

Satisfaction Survey.

Director

Corporate

Services

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


Undertake targeted community

consultation in relation to Council‟s

review of its Long Term Financial

Plan and potential special rate

variation application to IPART for

2014.

Director

Corporate

Services

Completed by

31/12/2013

11.1.2 Provide organisational support systems

that facilitate transparent and

democratic decision-making.

Manager

Governance

Quarterly

progress report

Review Council's ward boundaries to

ensure compliance with section 211

of the Local Government Act.

Manager

Governance

Completed by

30/06/2014

Provide ongoing reporting to Council

and the community on matters

arising from the State Government‟s

Local Government Review Panel and

the review of the Local Government

Act.

Director

Corporate

Services

Completed by

30/06/2014

11.2 Develop and

maintain

effective

reporting

systems that

enable Council

to measure and

report on

performance.

11.2.1 Ensure Council maintains a transparent

and integrated planning and reporting

framework that is legislatively

compliant and facilitates effective

decision-making.

Director

Corporate

Services

Quarterly

progress report

Monitor Council‟s compliance with

the Integrated Planning & Reporting

legislation having regard to the State

Government‟s review of the Local

Government Act.

Governance

& Corporate

Planning

Coordinator

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


11.2.2 Ensure Council maintains a strong

governance framework by continually

reviewing Council policies and

procedures for adequacy and currency.

Manager

Governance

Quarterly

progress report

Monitor Council's compliance with

having information published or

available for viewing and copying

under the requirements of the

Government Information (Public

Access) Act 2009.

Manager

Governance

Completed by

30/06/2014

11.2.3 Report regularly on Council‟s activities

and achievements to the community.

Manager

Communications

Quarterly

progress report

Coordinate Quarterly Reviews of

Council‟s Delivery Program

2013 to 2017 and Operational Plan

to maintain a regime of reporting

Council‟s activities to the Council

and the community.

Governance

& Corporate

Planning

Coordinator

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


11.3 Maintain

community

access and

effective

participation in

Council

committees.

11.3.1 Provide effective support to manage

the efficient operation of Council and

other Committee meetings.

Manager

Governance

Quarterly

progress report

11.3.2 Encourage community representation

on subject based sub-committees.

Manager

Governance

Quarterly

progress report

On-going review of Sub-Committee

and Working Party operations in

terms of information provided on

Council's website, Terms of

Reference, reporting mechanisms

and sub-committee membership.

Manager

Governance

Completed by

30/06/2014

11.4 Maintain

Council‟s strong

financial

position.

11.4.1 Effective management of Council‟s

finances.

Manager

Finance

Quarterly

progress report

11.4.2 Manage the leasing and licensing of

Council buildings.

Manager

Property

Quarterly

progress report

11.4.3 Implement the outcomes of the

Property Assets Study.

Manager

Property

Quarterly

progress report


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


11.5 Deliver high

quality services

that meet

customer

expectations.

11.5.1 Provide the best practice customer

services in a timely and professional

manner.

Acting Manager

Customer

Services

Quarterly

progress report

11.5.2 Provide for the effective planning and

delivery of information technology

services to enable efficient services to

the community.

Manager

Information

Systems

Quarterly

progress report

Continued implementation of an

Electronic Document Management

System (EDMS) to promote

accessibility and transparency in the

provision of community access to

on-line Council information.

Manager

Information

Systems

Completed by

30/06/2014

Council consider the development

and implementation of an

„application‟ on either or both the

iOS and/or Android Platform, so that

people can directly take photos of

failed or failing infrastructure and

send these to Council digitally. [Refer

NOM 12/12/2011].

Manager

Information

Systems

Completed by

30/06/2014

11.5.3 Maintain a highly skilled, productive,

committed and customer focused

workforce.

Manager

Organisational

Development &

Human Resources

Quarterly

progress report

Implementation of the corporate

wide Customer Service Strategy to

promote service excellence across

the organisation.

Acting Manager

Customer

Services

Completed by

30/06/2014


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


Ongoing monitoring and review of

Council‟s Best People Program as

part of our 4 Year Workforce

Management Plan.

Manager

Organisational

Development &

Human Resources

Completed by

30/06/2014

Coordinate the Best Service Program

as an integral part of council‟s

approach to business, by

strengthening the capacity of all

departments to integrate continuous

improvement techniques in their

„business as usual‟.

Manager

Organisational

Development &

Human Resources

Completed by

30/06/2014

Develop and promote initiatives in

line with the four objectives of the 4

Year Workforce Management Plan –

Staff engagement, Skills and

productivity, Best use of resources,

and Corporate brand.

Manager

Organisational

Development &

Human Resources

Completed by

30/06/2014

11.6 Minimise risk for

Council and the

community.

11.6.1 Maintain a risk management framework

that achieves best practice in managing

risks associated with Council‟s business

activities.

Manager

Business

Assurance & Risk

Quarterly

progress report

11.6.2 Maintain a corporate wide Business

Assurance Framework to manage our

systems/processes and risks to improve

and protect Council‟s current and future

performance.

Director

Corporate

Service

Quarterly

progress report


Strategies 2025


Responsible

Person

Milestones

2013/14

2014/15

2015/16

2016/17


Provide ongoing support to ensure

the efficient operation of Council‟s

Audit & Assurance Committee.

Manager

Business

Assurance & Risk

Completed by

30/06/2014


Details of specific capital works projects Council is proposing to undertake in 2013/14 in supporting the strategic Goal of Well managed Council are detailed

below.


2013/14

Capital

Budget

Capital Funding

E&IRL

Grants /

Section 94

and 94A

Sales Reserves

Funded

from

Operating

Budget

$ $ $ $ $ $

981 - Computers & Office Equipment

Asset Management System Corporate asset management system

requested by Technical Services

180,000 0 0 0 0 180,000

Total for Computers & Office Equipment

180,000 0 0 0 0 180,000

985 - Depots

Fletcher St Replace roof 180,000 0 0 0 0 180,000

Fletcher St Replace vehicle entry doors 35,000 0 0 0 0 35,000

Total for Depots

215,000 0 0 0 0 215,000

986 - Council Offices

Council Chambers Replace Carrier Chiller 525,000 0 -325,000 0 0 200,000

Council Chambers Upgrade elevator control mechanisms 40,000 0 0 0 0 40,000

Total for Council Offices 565,000 0 -325,000 0 0 240,000

990 - Plant Replacement

Passenger Vehicles 779,100 0 0 -468,900 0 310,200

Light Commercial Vehicles 77,000 0 0 -37,000 0 40,000

Heavy Plant 737,000 0 0 -155,000 -104,700 477,300

Miscellaneous Plant 297,900 0 0 -69,300 0 228,600

Total for Plant Replacement 1,891,000 0 0 -730,200 -104,700 1,056,100

Total for Goal : Well managed Council 2,851,000 0 -325,000 -730,200 -104,700 1,691,100


2013/14 Budget Summary and Financial Information

WOOLLAHRA MUNICIPAL COUNCIL

BUDGET 2013/14

INCOME STATEMENT

Actual

11/12

$'000

Budget

12/13

$'000

Forecast

12/13

$'000

Budget

13/14

$'000

Income from Continuing Operations

Rates & Annual Charges 41,885 44,298 44,336 46,671

User Charges & Fees 8,671 9,509 9,570 9,856

Interest 2,932 1,960 2,226 1,634

Operating Grants & Contributions 3,515 2,863 2,041 2,836

Capital Grants & Contributions 3,620 2,557 4,815 2,452

Other Revenues 10,438 10,558 10,568 12,754

Other Income:

Net Gain on Sale of Assets 268 574

71,061 72,013 74,130 76,203

Expenses from Continuing Operations

Employee Costs 32,425 32,036 32,575 33,671

Materials & Contracts 12,623 11,831 12,275 13,451

Interest 507 439 439 1,495

Depreciation 10,290 10,113 10,113 10,325

Other Expenses 13,498 15,446 15,466 15,912

Net Loss on Sale of Assets 830 751

70,173 69,866 70,868 75,605

Operating Result from Continuing Operations 888 2,147 3,261 598

Net Operating Result before Capital Grants & Cont’ns (2,732) (410) (1,554) (1,854)


* Includes revotes & rollovers


BUDGET 2013/14

BALANCE SHEET

Actual

11/12

$'000

Budget

12/13*

$'000

Forecast

12/13

$'000

Budget

13/14

$'000

Current Assets

Cash & Investments 35,003 28,577 28,048 28,357

Receivables 5,630 5,500 5,200 5,150

Inventories & Other Assets 187 200 200 200

Other 846 1,000 1,000 1,000

41,666 34,793 34,448 34,707

Current Liabilities

Payables 17,654 18,666 18,666 18,666

Borrowings 944 1,016 1,016 1,254

Provisions 9,232 9,232 9,232 9,522

27,830 27,833 28,914 29,442

NET CURRENT ASSETS 13,836 6,960 5,534 5,265

Non-Current Assets

Investments 0 0 0 0

Receivables 110 110 110 110

Investment Properties 19,075 19,075 19,075 78,143

Property, Plant & Equipment 582,744 592,122 593,293 594,633

601,929 611,307 612,478 672,886

Non-Current Liabilities

Borrowings 5,035 4,019 4,019 63,115

Provisions 251 251 251 697

5,286 4,270 5,270 63,812

NET ASSETS 610,480 613,400 613,741 614,339

EQUITY

Retained Earnings 502,780 503,668 503,668 506,929

Revaluations Reserves 106,812 106,812 106,812 106,812

Operating Result from continuing operations 888 2,920 3,261 598

Closing Equity 610,480 613,400 613,741 614,339



BUDGET 2013/14

STATEMENT OF CASH FLOWS

Actual

11/12

$'000

Budget

12/13*

$'000

Forecast

12/13

$'000

Budget

13/14

$'000

Cash Flows from operating activities

Receipts:

Rates & Annual Charges 41,843 44,197 44,352 46,518

Fees & Charges 9,062 10,825 8,601 10,467

Interest 2,437 1,960 2,327 1,624

Grants & Contributions 7,357 7,004 7,626 5,683

Bonds & Deposits 180 350

Other 13,526 11,912 13,933 14,637

Payments:

Employee Costs (31,635) (31,451) (32,568) (32,928)

Materials & Contracts (14,746) (12,693) (12,491) (14,800)

Interest (513) (439) (445) (1,498)

Other (15,822) (17,120) (16,645) (17,503)

Net Cash provided by (or used in) Operating Activities 11,689 14,544 14,690 12,202

Cash Flows from Investing Activities

Sale of Assets 1,237 1,850 2,014 1,294

Movement in Investment Securities 577

Purchase of Assets (12,033) (21,876) (22,715) (72,520)

Net Cash provided by (or used in) Investing Activities (10,219) (20,026) (20,702) (11,551)

Cash Flows from financing activities

Proceeds from Loans 60,350

Repayment of Loans (873) (944) (944) (1,016)

Net Cash provided by (or used in) Financing Activities (873) (944) (944) 59,334

Net Increase/(Decrease) in Cash & Investments 597 (6,426) (6,955) 310

PLUS: Cash & Investments – beginning of the year 34,406 35,003 35,003 28,048

Cash & Investments – end of the year 35,003 28,577 28,048 28,357

* Includes revotes & rollovers



BUDGET 2012/2013

RESTRICTED RESERVES

$’000

Purpose

Forecast Balance

June 12

Transfer To Reserve

Interest

Earned

Transfer From

Reserve

Forecast Balance

June 13 1

Externally Restricted

Section 94 2,624 90 160 2,554

Section 94A 152 1,300 40 1,293 199

Unexpended Grants 391 38 353

Environmental & Infrastructure Levy 32 3,741 3,740 33

Stormwater Levy 72 485 485 73

Domestic Waste Management 449 843 155 1,137

3,721 6,369 130 5,871 4,349

Internally Restricted

Employee Leave Entitlements 989 989

Deposits 8,830 8,830

Plant Replacement 226 226

Property 12,904 305 618 12,592

Election 0 88 88

Other 484 34 208 309

23,433 427 826 23,034

Total Restricted Reserves 27,154 6,796 130 6,697 27,383



BUDGET 2012/2013

$

CAPITAL GRANTS & CONTRIBUTIONS

Section 94A Contributions 1,300,000

Traffic 32,000

Flood Plain Management 20,000

Public Open Space 125,000

Property 475,000

Environmental Projects 120,000

Infrastructure Projects 259,500

Stormwater Drainage 120,000

2,451,500


BUDGET 2012/2013

$

ASSET SALES

Plant & Fleet 730,200

Unmade Roads 305,000

1,035,200


Sale of Assets

The Council has reviewed its uses and ownership of operational assets such as plant, equipment and vehicles. Routinely, as part of its cyclical plant and

vehicle replacement, Council sells plant and vehicles after they have been replaced. From time to time Council also considers the sale of unmade roadway.

Loan Borrowing

The 2013/14 Budget includes the following proposed loan borrowings:

$58.25m to fund stage one of the Kiaora Lands Redevelopment project

$2.1m to fund a streetscape improvements program, subject to approval of Council‟s application for an interest subsidy under the NSW Government‟s Local

Infrastructure Renewal Scheme.

Schedule of Business for Commercial Activities

The Council undertakes some activities that are of a commercial nature. These activities include leasing of properties, commercial waste collection services,

etc. However, these activities do not fall under the ambit of competitive neutrality guidelines. The Council has no Category One or Category Two businesses.


Rating Information 2013/14

In November 2012, the Independent Pricing and Regulatory Tribunal (IPART) announced the annual rate peg limit for 2013/14 of 3.4%.

The rate peg limit is made up of:

The increase in the Local Government Cost Index in the year to

September 2012

3.7%

LESS: Productivity factor 0.2%

LESS: First stage of the carbon price advance granted in 2011 0.1%

Rate Peg 3.4%

Council has resolved to take up the full 3.4% increase to provide additional income to fund the continuing provision of its services and capital works

programs.

Council‟s adopted Rating Structures for 2013/14 appears on the following pages.


The Rating Structures set out below include the Business sub categories of:

Double Bay

Oxford Street

Rose Bay

Edgecliff

Bellevue Hill

Edgecliff Road / Grosvenor Street

Fiveways, Paddington

New South Head Road, Vaucluse

Old South Head Road, Rose Bay

Old South Head Road, Vaucluse

Plumer Road, Rose Bay

Queen Street, Woollahra

Watsons Bay.

The locations of each of these sub categories are shown on the adjacent map.


Adopted Rating Structure 2013/14

Our adopted rating structure for 2013/14 includes IPART‟s 3.4% rate peg increase.

Council‟s 2013/14 rating structure includes the 3.4% rate peg increase announced by the Independent Pricing & Regulatory Tribunal (IPART) in November

2012. In determining the 2013/14 rate peg, IPART included a 0.1% deduction as the first adjustment against the 0.4% carbon price advance included in the

2012/13 rate peg. The remaining 0.3% will be deducted in 2014/15. The 3.4% increase in rates will increase Council‟s income by a total of $1.13m over

2012/13.

It is important to note that the 2013/14 rates will be levied using new 2012 valuations provided by the Valuer General, updating the 2009 values used for

the past 3 years. Rates payable on individual properties will vary depending on their increase or decrease in value. Rates on the majority of properties will

vary by between a decrease of 2% and an increase of 10%.


Income:

Number of Rateable Assessments 25,843

Estimated Total Rate Income $35,334,979

Estimated Total Domestic Waste Management Charges $10,876,840

Estimated Stormwater Management Charges $485,410

Estimated Total Rates & Annual Charges $46,697,229

Annual Charges:

Stormwater Management Charge:

Single residential dwelling

Residential strata unit

Business property

$25.00

$12.50

$25.00 plus

$25.00 per 350 m2

(or part thereof) above

350 m2 in land area

Domestic Waste Management Charge (per residential service) $418.35

Minimums / Base / Ad Valorem Information Rate in $ Base / Minimum

Category - Residential 0.051527 + $547.30 Base Charge

Category - Business 0.26516 with a $565.00 minimum rate

Business Sub Categories:

- Double Bay 0.40895 with a $565.00 minimum rate

- Oxford Street, Paddington 0.36752 with a $565.00 minimum rate

- New South Head Road, Rose Bay 0.34750 with a $565.00 minimum rate

- Edgecliff 0.40937 with a $565.00 minimum rate

- Bellevue Hill 0.30148 with a $565.00 minimum rate

- Edgecliff / Grosvenor Streets, Woollahra 0.30247 with a $565.00 minimum rate

- Five Ways, Paddington 0.26012 with a $565.00 minimum rate

- New South Head Road, Vaucluse 0.30840 with a $565.00 minimum rate

- Old South Head Road, Rose Bay 0.22188 with a $565.00 minimum rate

- Old South Head Road, Vaucluse 0.14495 with a $565.00 minimum rate

- Plumer Road, Rose Bay 0.27957 with a $565.00 minimum rate

- Queen Street, Woollahra 0.18238 with a $565.00 minimum rate

- Watsons Bay 0.26759 with a $565.00 minimum rate

Special Rate:

Environmental & Infrastructure Renewal Levy (All Categories and sub-categories) 0.006847 + $72.00 Base Charge


Rating Structure - 2013/14 Rating Year

Rate Category under the

Local Government Act 1993

Method of Levying Rate Yield

$

Minimums / Base Amount /

Ad Valorem - Rate in $

Number of

Assessments

No of

Mins

% of

Mins

Ordinary Rate - Residential Base Charge - 50%

Ad Valorem - 50%

26,763,742 $547.30 (Base Amount)

0.051527 cents in $

24,424

Ordinary Rates - Business Ad Valorem - subject to a minimum 1,305,112 0.26516 cents in $/$565.00 (minimum) 479 150 31.3

Business Sub Categories:

- Double Bay Ad Valorem - subject to a minimum 1,524,573 0.40895 cents in $/$565.00 (minimum) 245 31 12.7

- Oxford Street Paddington Ad Valorem - subject to a minimum 795,580 0.36752 cents in $/$565.00 (minimum) 210 14 6.7

- Rose Bay(New South Head Road) Ad Valorem - subject to a minimum 263,563 0.34750 cents in $/$565.00 (minimum) 81 9 11.1

- Edgecliff Ad Valorem - subject to a minimum 354,417 0.40937 cents in $/$565.00 (minimum) 176 76 43.2

- Bellevue Hill Ad Valorem - subject to a minimum 31,206 0.30148 cents in $/$565.00 (minimum) 35 16 45.7

- Edgecliff / Grosvenor Streets, Woollahra Ad Valorem - subject to a minimum 80,150 0.30247 cents in $/$565.00 (minimum) 36 4 11.1

- Five Ways, Paddington Ad Valorem - subject to a minimum 64,710 0.26012 cents in $/$565.00 (minimum) 28 0 0.0

- New South Head Road, Vaucluse Ad Valorem - subject to a minimum 43,321 0.30840 cents in $/$565.00 (minimum) 26 7 26.9

- Old South Head Road, Rose Bay Ad Valorem - subject to a minimum 65,086 0.22188 cents in $/$565.00 (minimum) 21 1 8.3

- Old South Head Road, Vaucluse Ad Valorem - subject to a minimum 17,316 0.14495 cents in $/$565.00 (minimum) 19 8 42.1

- Plumer Road, Rose Bay Ad Valorem - subject to a minimum 11,497 0.27957 cents in $/$565.00 (minimum) 3 0 0.0

- Queen Street, Woollahra Ad Valorem - subject to a minimum 201,926 0.18238 cents in $/$565.00 (minimum) 70 3 4.3

- Watsons Bay Ad Valorem - subject to a minimum 71,577 0.26759 cents in $/$565.00 (minimum) 18 5 27.8

Special Rate – Environmental & Infrastructure

Renewal Levy (All Categories and sub-categories)

Base Charge - 50%

Ad Valorem - 50%

3,741,205

$72.00 (Base Amount)

0.006847 cents in $

25,843

Sub Total: Gross Rates Levy

35,334,981

Less: Pensioner Rates Rebate (Government)

Pensioner Rates Rebate (Council)

260,000

119,490

Total: Net Rates Income

34,955,491


Commitment to Equal Employment Opportunity (EEO)

Woollahra Municipal Council is committed to ensuring our workplace is free of discrimination and harassment. Council is dedicated to providing a pleasant

working environment and encouraging good working relationships between all employees.

The Council will endeavour to ensure that in the application of all Council policies, practices and procedures, no discrimination takes place and that all

employees enjoy equal access to opportunities within the Council. All recruitment, selection and employment decisions will be based on the individual merit

of applicants and employees.

Woollahra Municipal Council is committed to achieving the following EEO objectives:

to ensure all employees are treated fairly in all matters

to keep all EEO policies and procedures consistent with EEO legislation and guidelines

to increase employee morale and motivation by increasing staff confidence in the fairness of all our employment practices

to provide training and guidance to all staff on Council's EEO objectives and requirements, as well as employee responsibilities with regard to EEO

to ensure the continual development of Council‟s workforce and to encourage the learning and development of all staff

to maintain a workplace culture that supports appropriate workplace conduct and eliminates workplace bullying

to actively seek a wide range of applicants for all vacant positions within Council in order to attract the best person for the position regardless of

their age, race, sex, marital status, disability or any other personal characteristic which is irrelevant to the job.

Council actively implements an EEO Management Plan. This plan focuses on specific EEO activities and encourages EEO to be considered in all day to day

activities.


Statement of Human Resources Activities

Council‟s Organisational Development & Human Resources (OD&HR) activities are aimed at attracting, retaining and developing high quality staff who

demonstrate commitment to the achievement of Council‟s strategic goals and the development of a performance workplace culture characterised by

commitment to customer service and continuous improvement.

The OD&HR Department works with Council‟s Management to provide leadership, advice, services and support for staff in the area of organisational

development and human resource management to ensure Council achieves its strategic goals.

The Department‟s services focus on:

Facilitating ways to achieve a culture of continuous improvement in policies and processes

recruiting staff of high quality on the basis of merit and in accordance with equal opportunity principles

facilitating the effective management of individual staff and work teams

enhancing staff capability by providing professional development on an ongoing basis

facilitating the recognition and reward of excellent performance and achievements

ensuring fair employment conditions and a safe and healthy workplace.


Through its OH&HR activities Council aims to achieve the following in 2013/14:

Maintain structured processes to continuously challenge and improve Council‟s performance against appropriate benchmarks

Maintain effective contemporary employment conditions through research and best practice metrics

Promote a work environment characterised by a strong emphasis on individual and collective learning, career and performance management with

efficient systems co-ordinated by HR.

These aims are directed towards attracting and retaining high quality staff and the maintenance of structured approaches to corporate performance

measurement and reporting.


State of the Environment Reporting Requirements

The introduction of the Integrated Planning & Reporting Legislation has seen the legislative requirements with regard to State of the Environment Reporting

amended to provide Councils with the flexibility to prepare their State of the Environment Report in a way that enables Council to focus their resources on

monitoring and reporting on environmental issues that are of concern to their community and where Council may influence their management.

To effectively track sustainability and environment progress, Council has developed proposed targets across five sectors; Water, Biodiversity, Energy,

Transport and Waste. These proposed targets are to be integrated into the next version of Council‟s Community Strategic Plan in 2013 and will describe how

Council will work with our community needs and expectations in a sustainable manner.

The proposed environmental targets have been selected for each sector through the development of Council‟s first Environmental Sustainability Action Plan.

The following 2013/14 summary table identifies proposed targets across the 5 sectors. The 2012 summary table provides an update on works and initiatives

implemented to help achieve environmental objectives and set targets. Each year Council will report on the progress towards reaching these environmental

targets and this update will be included in the annual report.

This new reporting method will help ensure that Council continuous to communicate the results from the Woollahra Environmental Works Program and

achieve a higher level of sustainability and environmental management.

Activities in response to, and to address priorities identified in Council‟s current comprehensive report as to

the state of the environment are included in relevant Themes and Goals within this Delivery Program and

Operational Plan.

Council‟s most recent State of the Environment Report is available on Council‟s website

http://www.woollahra.nsw.gov.au/environment/sustainable_woollahra/what_we_are_doing

http://www.woollahra.nsw.gov.au/environment/sustainable_woollahra/what_we_are_doing


Adopted Fees and Charges

The adopted Fees and Charges Schedule sets the maximum price payable for any particular activity or service provided by Council.

Adopted Fees or Charges less than the maximum listed amount are either set by Council through a resolution or by the General Manager or Council Officers

through delegated authority.

It is important to note that the adopted Fees or Charges that appear in the following schedule can vary according to the type of activity or user.

For example, differential pricing exists for the users of community halls and open space. The basis for differentiation lies in the categories outlined in the

Pricing Policy.

Pricing Policy

Four categories of pricing are used in the 2013/14 adopted Fees and Charges to ensure that the range of fees and charges reflect the cost of providing

services to the Woollahra Community.

The Pricing Policy categories are:

a. Statutory

b. Subsidised

c. Cost Recovery

d. Full Cost Recovery


As a matter of policy, Council will increase fees and charges each year by at least the CPI where practical unless it would have an adverse impact on

forecast revenue or users‟ capacity to pay. Variations to this are reported to Council and determined.

The Fees and Charges included in the Schedule are based on this Pricing Policy.

A description of the categories is as follows:

a. Statutory

Statutory Pricing occurs if relevant acts and regulations enable Council to set a fee or charge, or the relevant acts and regulations prescribe a maximum fee

for a particular activity. These charges are legislated by the New South Wales Government across a range of activities and services provided by local

government.

b. Subsidised

Under subsidised pricing, the price for service is set below the financial cost of providing that service. There are three sub-categories under the banner of

subsidised pricing which have been considered in setting the 2013/14 Fees and Charges:

i. Free of Charge

ii. Below Cost Recovery

iii. Marginal Cost Recovery

These sub-categories have not been fully implemented as part of the 2013/14 Fees and Charges.


c. Cost Recovery

The fee or charge set under cost recovery pricing recovers for Council the cost of providing a service to the community.

d. Full Cost Recovery

Council sets the price for a service or activity to recover the cost of providing a service with a built-in rate of return on any asset being used or a mark-up for

the service.

Activity Approval Applications 149

Animals 149

Certificate Application Fees 150

Clothing Bins 155

Community Development 156

Compliance Cost Notices 156

Council Events 156

Council Reports & Documents 156

Development Application Fees 159

Dinghy Storage 169

Documents Plans & Maps 170

Environmental Enforcement 176

Filming and Still Photography 177

Fire Safety 180

Fitness Training 180

Food & Health Premises 180

Graffiti Removal 181

Hoarding Fees 181

House Renumbering 181

Impounding 181

Inspection Fees 182

Library Services 182

Parks and Reserves 184

Payment Charges 191

PCA Service Fees 192

Planning Requests 192

Preschool 193

Rates & Ownership Information 194

Roads and Footpaths 194

Rock Anchors 205

Stormwater Management Charge 205

Swimming Pools 205

Traffic & Parking 206

Trees 208

Venue Hire 208

Waste Services 215

Water Systems Registration 216


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)

Fees & Charges 2013/14

Supplementary Information

Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

ACTIVITY APPROVAL APPLICATIONS

Local Government Act Activity Applications (other than

where a specific fee is provided)

FCR $150.00 Exempt $150.00 per application

per hour or part

hour for

assessment

A minimum fee of $150 is payable up front.

The total fee is calculated on the hourly rate

and is payable before the release of any

determination. Reduced activity application

fees may be applied at the discretion of the

General Manager for activities such as

charity activities.

Charity Clothing Bin Application - (s68C3 - Place a

clothing bin in a public place)

SUB $40.00 Exempt $40.00 per application

per hour or part

hour for

assessment

Applications only from charitable

organisations for clothing bins located in

Council Car Parks. Licence fee applies on

approval (see Clothing Bins).

Local Government Activity Application - (s68F7 - Use a

standing vehicle or any article for the purpose of selling

any article in a public place)


Local Government Activity Application - (s68C3 - Place

a waste storage container in a public place)

FCR $1,570.00 Exempt $1,570.00 per application This fee covers the application and the issue

on an activity approval for a period of one

year

Local Government Activity Application - (s68C3 - Place

a waste storage container in a public place - per

placement)

FCR $275.00 Exempt $275.00 per application This fee covers the application and the issue

on an activity approval for a maximum

period of one week.

Local Government Activity Application - (s68F1 -

Operate a public car park).

FCR $560 +

$2.30 per

parking space

Exempt $560 + $2.30

per parking

space

$560 + $2.30

per parking space

A Minimum fee of $560 is payable up front.

The total fee is calculated on the number of

parking spaces and is payable before the

release of any determination.

ANIMALS

Animal Registration

Dogs - Lifetime Registration (per dog) Fees as per the Companion Animals Act and

Regulations

Complete Animal ST $150.00 Exempt $150.00 per animal

Desexed Animal ST $40.00 Exempt $40.00 per animal

Complete Animal - Pensioner Rate ST $150.00 Exempt $150.00 per animal

Desexed Animal - Pensioner Rate ST $15.00 Exempt $15.00 per animal


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

CERTIFICATE APPLICATION FEES

Complying Development Certificate FCR Calculation

Examples:

LN(CV)xCV^I

10.0% Calculation

Examples:

LN(CV)xCV^I

plus 10.0%

GST

per application CV= Contract Value of work I = 0.41

LN=Natural Logarithm

Minimum Charge FCR $272.73 $27.27 $300.00 per application The minimum charge is for works with an

estimated value of works up to $5,000.

For works above this amount the fee is

calculated on a sliding scale using the above

formula

$50,000 FCR $913.68 $91.37 $1,005.05 per application All Classifications of Building

$100,000 FCR $1,291.77 $129.18 $1,420.95 per application All Classifications of Building




$1,000,000 FCR $3,984.44 $398.44 $4,382.88 per application All Classifications of Building




Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Construction Certificate FCR Calculation

Examples:

LN(CV)xCVÎ

10.0% Calculation

Examples:

LN(CV)xCVÎ

plus 10.0%

GST

per application Calculation: LN(CV)xCVÎ CV= Contract

Value of work I = 0.41 LN=Natural

Logarithm

Minimum Charge FCR $272.73 $27.27 $300.00 per application The minimum charge is for works with an


For works above this amount it is a sliding

scale

$50,000 FCR $913.68 $91.37 $1,005.05 per application All Classifications of Building









Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Amendment of Complying Development or Construction

Certificates

FCR CV % of

Original Fee

<$150,000

30%

$150,000 to

$500,000

25%

$500,001 to

$1 Million

20% >$1

Million 15%

10.0% CV % of

Original Fee

<$150,000

30% $150,000

to $500,000

25% $500,001

to $1 Million

20% >$1

Million 15%plus

10.0% GST

per application to

amend a CDC or

CC

CV= Contract Value Note: CDC or CC

amendments are made by applying for a

NEW certificate these fees apply where a

CDC or CC has been issued for substantially

the same development

Compliance Certificates and Miscellaneous Building &

Compliance Services

FCR $136.36 $13.64 $150.00 per hour or part

hour

Minimum Fee $150

Lodgement Fee - Complying Development Certificate

Part 4A Certificate & Notice of Commencement.

ST Environmental

Planning and

Assessment

Regulation

from

1/7/2011

Exempt $36.00 per lodgement This fee applies to Certificates Issued by

Council or Accredited Certifiers.

Occupation Certificates COST Class Amount

1 &10 $115

per SOU, 2 to

9 $115 per

200m2

$13.64 $150.00 per application This fee only applies to developments where

Council was appointed the PCA prior to

formal PCA Service Agreement. SOU =

Sole Occupancy Unit.

Strata Subdivision Certificate FCR $1,100 +

$280 for

each lot over

two

Exempt $1,100 +

$280 for each

lot over two

Torrens Title Subdivision Certificate (Section 109J of

EP&A Act)

FCR $1,100 +

$280 for

each lot over

two

Exempt $1,100 +

$280 for each

lot over two


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Building Certificate Applications ST As per

Environmental

Planning &

Assessment

Regulation

2000 base

increase to

$250 from $

210 from

1/7/2011

Exempt As per

Environmental

Planning &

Assessment

Regulation

2000 base

increase to

$250 from $

210 from

1/7/2011

per application

Building Certificate Reinspection Fee ST $90 - As per

Environmental

Planning &

Assessment

Regulation

2000 from

1/7/2011

Exempt $90 - As per

Environmental

Planning &

Assessment

Regulation

2000 from

1/7/2011

per inspection

File Retrieval Fee - per Building Certificate COST $68.20 Exempt $68.20 per application Charge associated with retrieving files from

storage.

Planning Certificates

Planning Certificates under S149(2) - EPA Act 1979 ST $53.00 Exempt $53.00 per certificate One certificate for each allotment of land

Planning Certificate under S149(5) - EPA Act 1979 ST $80.00 Exempt $80.00 per certificate One certificate for each allotment of land

Planning Certificates under S149(2) and S149(5) - EPA

Act 1979

ST $133.00 Exempt $133.00 per certificate One certificate for each allotment of land

Planning Certificates S149(2) or S149(5) Expedites -

EPA Act 1979

COST $82.85 Exempt $82.85 per application Expedite. One certificate for each allotment

of land


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Rates Certificates

Section 603 Certificates (LG Act 1993) ST $70.00 Exempt $70.00 per certificate One certificate for each allotment of land.

NOTE: This fee is set at the maximum level

recommended by the Division of Local

Government each year. It will be varied as

and when advice is received from the

Division.

Section 603 Expedites (LG Act 1993) COST $82.85 Exempt $82.85 per application Expedite. One certificate for each allotment

of land

Orders and Notices Certificates

Notices and orders certificate under S121ZP - EPA Act

1979

COST $91.15 Exempt $91.15 per certificate Certificate for orders in force and

outstanding notices. One certificate per

allotment of land.

Notices and orders certificate under S121 ZP expedite

- EPA Act

COST $82.85 Exempt $82.85 per application Expedite. Certificate for orders in force and


allotment of land.

Notices and orders certificate under S735A - Local

Government Act 1993

COST $91.15 Exempt $91.15 per certificate Certificate for outstanding notices (being a

notice order direction and demand). One

certificate per allotment of land.

Notices and orders certificate under S735A expedite -

Local Government Act 1993

COST $82.85 Exempt $82.85 per application Expedite. Certificate for outstanding notices

(being a notice order direction and demand).

One certificate per allotment of land.

Notices and orders certificate under S121ZP (EPA Act

1979) and S735A (Local Government Act 1993)

(combined)

COST $161.70 Exempt $161.70 per certificate Certificate for orders in force and


allotment of land.

Notices and orders certificate under S121ZP (EPA Act

1979) and S735A (Local Government Act 1993)

(combined). Expedite.

COST $82.85 Exempt $82.85 per application Expedite. Certificate for orders in force and


allotment of land.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Certificates for Section 735A (LG Act) and Section 121

ZP (EP & A Act) plus outstanding orders notices and

directions under the Food Act 1989 the Protection of

the Environment Operations Act 1997 the Public Health

Act 1991 the Roads Act 1993 and the Swimming Pools

Act 1992 plus Outstanding Orders notices and

directions that the Council may issue under other Acts.

COST $206.00 Exempt $206.00 per application Certificate for orders in force and

outstanding notices under the LG Act EPA

Act and other Act. One certificate per

allotment of land.

Certificate under S735A (LG Act 1993) and S121ZP

(EPA Act) plus orders and directions in force and

outstanding notices under the Food Act 1989 the

Protection of the Environment Operations Act 1997 the

Public Health Act 1991 the Roads Act 1993 and the

Swimming Pools Act 1992 plus orders and directions in

force and outstanding notices that the Council may

issue under other Acts. Expedite.

COST $82.85 Exempt $82.85 per application Expedite. Certificate for orders and

directions in force and outstanding notices

under LG Act the EPA Act 1979 and other

Acts. One certificate for each allotment of

land.

Other Certificates

Section 88G Certificates (Conveyancing Act) ST $10.00 Exempt $10.00 per certificate Certificate of amount due under Sect 88G

(fines due to Council in relation to failure to

comply with positive covenants). Note: fee

is $35 if inspection is required.

CLOTHING BINS

Charity Clothing Bin Application - (s68C3 - Place a

clothing bin in a public place)

COST $40.00 Exempt $40.00 per application

per hour or part

hour for

assessment

Applications only from charitable

organisations for clothing bins located in

Council Car Parks

Charity Clothing Bin Licences in approved locations SUB $341.00 Exempt $341.00 per licence valid

for 5yrs max.

A minimum fee of $341 is payable up front.

The fee is calculated on the hourly rate and

is payable before the release of any legal

agreement. Protracted negotiations over 5

hours will be charged at $55 per hour.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

COMMUNITY DEVELOPMENT

First Aid Class - Full Day SUB $40.00 $4.00 $44.00 Per Class First Aid Course per Full Day

First Aid Class - Half Day SUB $35.45 $3.55 $39.00 Per Class First Aid Course per Half Day

Mental Health Course SUB $40.00 $4.00 $44.00 Per Course Mental Health Sessions

COMPLIANCE COST NOTICES

Compliance Cost Notices issued under the

Environmental Planning & Assessment Act

In respect of any costs or expenses relating to an

investigation that leads to the giving of an order

ST $1,000.00 Exempt $1,000.00 per order

In respect of any costs or expenses relating to the

preparation or serving of the notice of the intention to

give an order

ST $500.00 Exempt $500.00 per order

COUNCIL EVENTS

Woollahra Small Sculpture Prize - Entry Fee COST $36.36 $3.64 $40.00 Entry Fee

COUNCIL REPORTS & DOCUMENTS

Annual Report COST $36.00 Exempt $36.00 per copy Charge imposed to offset the cost of

printing the document.

Annual Agenda Printing Fee Annual fee does not apply to local

community organisations

DCC COST $845.50 Exempt $845.50 per year

AAP COST $845.50 Exempt $845.50 per year

C&E COST $291.00 Exempt $291.00 per year


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

UP COST $291.00 Exempt $291.00 per year

Council COST $291.00 Exempt $291.00 per year

C&W COST $291.00 Exempt $291.00 per year

Government Information (Public Access) Act - GIPA Act

Freedom of Information Legislation

Application fee for individuals about their personal

affairs

ST $30.00 Exempt $30.00 per application Includes 20 hours processing time

Processing fee for individuals about their personal

affairs

ST $30.00 Exempt $30.00 per hour After 20 hours processing time

Application fee for all other requests ST $30.00 Exempt $30.00 per application Includes first hour of processing time

Processing Fee for all other requests ST $30.00 Exempt $30.00 per hour First hour of processing time is included in

application fee

Internal Review ST $40.00 Exempt $40.00 per application For a review of Council's decision on a

formal Government Information (Public

Access) application

Photocopying by Council Staff

A4 pages (Black & White) COST $0.86 $0.09 $0.95 per copy

A3 pages (Black & White) COST $1.50 $0.15 $1.65 per copy

A4 pages (Colour) COST $1.50 $0.15 $1.65 per copy


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

A3 pages (Colour) COST $3.00 $0.30 $3.30 per copy

Plan Copying up to A1 size COST $15.00 $1.50 $16.50 per copy

Subpoenas

Documents Subpoenaed

First Hour Search Fee - (Minimum Fee) FCR $200.00 Exempt $200.00 1st Hour Minimum charge for search of subpoenaed

documents

Subsequent Search Fees FCR $114.00 Exempt $114.00 Subsequent 1/2

Hour

Documents Subpoenaed - photocopying fees - A4 COST $0.85 Exempt $0.85 Per Copy Fees charged by supplier

Documents Subpoenaed - photocopying fees - A2 - A0 COST $15.00 Exempt $15.00 Per Copy Fees charged by supplier

File Retrieval Fees

File Retrieval Fee- per file part COST $23.65 Exempt $23.65 Per file part Charge associated with retrieving a file from

storage

File Retrieval Fee- per DA & Sec 96 application COST $68.20 Exempt $68.20 Per Application Charge associated with retrieving files from

storage

File Retrieval Fee - per Building Certificate COST $68.20 Exempt $68.20 Per Application Charge associated with retrieving files from

storage


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

DEVELOPMENT APPLICATION FEES

Works including erection carrying out of work or

demolition

Excluding the cost of works for any

proposed Solar Energy System including the

following; * a photovoltaic electricity

generating system/s; and/or * a solar hot

water system/s; and/or * a solar air heating

system/s.

Up to $5,000 ST $110.00 Exempt $110.00 per application Excluding the cost of works for any





system/s.

$5,001 - Less than $50,000 ST $170 + $3

for each

$1,000 (or

part of

$1,000)

Exempt $170 + $3 for

each $1,000

(or part of

$1,000)

per application Excluding the cost of works for any





system/s.

$50,001 - $250,000 ST $352 +

$3.64 for

each $1,000

(or part of

$1,000) over

$50,000

(Includes

PlanFIRST

Levy -

0.64xCost/$1

,000)

Exempt $352 + $3.64

for each

$1,000 (or part

of $1,000) over

$50,000

(Includes

PlanFIRST Levy

-

0.64xCost/$1,0

00)






system/s.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

$250,001 - $500,000 ST $1,160 +

$2.34 for

each $1,000

(or part of

$1,000) over

$250,000

(Includes

PlanFIRST

Levy -

0.64xCost/$1

,000)

Exempt $1,160 +

$2.34 for each

$1,000 (or part

of $1,000) over

$250,000

(Includes

PlanFIRST Levy

-

0.64xCost/$1,0

00)






system/s.

$500,001 - $1,000,000 ST $1,745 +

$1.64 for

each $1,000

(or part of

$1,000) over

$500,000

(Includes

PlanFIRST

Levy -

0.64xCost/$1

,000)

Exempt $1,745 +

$1.64 for each

$1,000 (or part

of $1,000) over

$500,000

(Includes

PlanFIRST Levy

-

0.64xCost/$1,0

00)






system/s.

$1,000,001 - $10,000,000 ST $2,615 +

$1.44 for

each $1,000

(or part of

$1,000) over

$1,000,000

(Includes

PlanFIRST

Levy -

0.64xCost/$1

,000)

Exempt $2,615 +

$1.44 for each

$1,000 (or part

of $1,000) over

$1,000,000

(Includes

PlanFIRST Levy

-

0.64xCost/$1,0

00)






system/s.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

More than $10,000,000 ST $15,875 +

$1.19 for

each $1,000

(or part of

$1,000) over

$10,000,000

(Includes

PlanFIRST

Levy -

0.64xCost/$1

,000)

Exempt $15,875 +

$1.19 for each

$1,000 (or part

of $1,000) over

$10,000,000

(Includes

PlanFIRST Levy

-

0.64xCost/$1,0

00)






system/s.

Advertising structures ST $285 plus

$93 for each

advertisement

in excess of 1

or the fee

calculated

using the

above table -

whichever is

the GREATER

Exempt $285 plus $93

for each

advertisement

in excess of 1

or the fee

calculated using

the above table

- whichever is

the GREATER

per application

New dwelling house with value not exceeding

$100,000

ST $455

(Includes

PlanFIRST

Levy of

$64.00)

Exempt $455 (Includes

PlanFIRST Levy

of $64.00)






system/s.

Subdivisions

Land Subdivision - involving the opening of a public

road

ST $665 plus

$65 per

additional lot


per additional

lot

per application

Land Subdivision - not opening a public road ST $330 plus

$53 per

additional lot


per additional

lot

per application


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Strata Title Subdivision ST $330 plus

$65 per

additional lot


per additional

lot

per application

Development not involving erection of a building,

carrying out of work, subdivision of land or demolition

such as a change of use or the removal or pruning of a

heritage tree

ST $285.00 Exempt $285.00 per application

Additional fee - designated development ST $920 plus fee

calculated

elsewhere

Exempt $920 plus fee

calculated

elsewhere

per application

Additional fees - development requiring concurrence

from an other authority

ST $140 per

concurrence

authority

Exempt $140 per

concurrence

authority

per concurrence

authority

Concurrence fee payable to the concurrence authority ST $320 per

concurrence

authority to

be referred to

the authority

Exempt $320 per

concurrence

authority to be

referred to the

authority

per concurrence

Additional fees - integrated development ST $140 per

approval

authority

Exempt $140 per

approval

authority

per approval

authority

Approval fees - integrated development ST $320 per

other

approval body

to be referred

to that

approval

authority

Exempt $320 per other

approval body

to be referred

to that approval

authority

per approval

authority

Note: Under Section 254 of the Environmental Planning

& Assessment Regulation if two or more fees are

applicable the maximum fee is the sum of those fees.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Additional fees - advertising & neighbour notification

- Applications less than $100,000 ST $240.00 Exempt $240.00 per application Increased by CPI (maximum under

Regulation not charged)

- Applications $100,000 to $499,999 ST $414.00 Exempt $414.00 per application Increased by CPI (maximum under


- Applications $500,000 to $749,999 ST $548.00 Exempt $548.00 per application Increased by CPI (maximum under


- Applications $750,000 or above ST $858.00 Exempt $858.00 per application Increased by CPI (maximum under


File Retrieval Charge imposed on EVERY NEW DA &

Section 96 lodged

COST $68.20 Exempt $68.20 per application Increased by CPI

Note: Flat rate charge for the retrieval of archival

records to be used in the assessment of the application

Replacement Development Application Fee COST 50% of the

Original DA

fee where the

assessment

report is in

draft or in the

opinion of

Council the

amendments

are minor and

will not

require a

substantial re-

assessment .

75% of the

Original DA

fee where the

assessment

report has

been

completed

Exempt 50% of the

Original DA fee

where the

assessment

report is in

draft or in the

opinion of

Council the

amendments

are minor and

will not require

a substantial re-

assessment .

75% of the

Original DA fee

where the

assessment

report has been

completed and

signed off but

the application

per replacement

application

Permitted under Clause 55 of the EP&A

Regulation 2000 provides: "A development

application may be amended or varied by

the applicant (but only with the agreement

of the consent authority) at any time before

the application is determined". This fee

applies to replacement development

applications (clause 90 of EPA Reg 2000)

applications lodged by the applicant and the

fee depends upon the extent of assessment

work already completed. This fee does not

apply where Council has in writing

requested the Applicant to amend the plans.

This fee recognises that the original DA fee

is often expended assessing applications

later amended by applicants at their own

initiative and more commonly when they

become aware that the original DA may not

receive favourable consideration. This fee is

in addition to any additional advertising or

integrated assessment fees that may be


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

and signed

off but the

application

remains

undetermined

or in the

opinion of

Council the

changes are

such that will

require

substantial re-

assessment

remains

undetermined

or in the

opinion of

Council the

changes are

such that will

require

substantial re-

assessment

required.

PLUS: 1. Advertising & Neighbour Notification COST 75% of the

original

advertising

and neighbour

notification

fee

Exempt 75% of the

original

advertising and

neighbour

notification fee

per replacement

application

75% of original advertising recognises that

a proportion of administrative information

has been done prior to renotification.

2. File Retrieval COST $68.20 Exempt $68.20 per application Increased by CPI

Review of Determination of DA under s82A of the

EP&A Act

ST 75% of the

Original DA

fee where the

assessment

report has

been

completed

and signed

off but the

application

remains

undetermined

Exempt 75% of the

Original DA fee

where the

assessment

report has been

completed and

signed off but

the application

remains

undetermined.

per application


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Review of a DA that does not involve the erection of a

building the carrying out of a work or the demolition of

a work or building

ST 50% of the

original DA

fee

Exempt 50% of the

original DA fee

per application

Review of a DA that involves the erection of a dwelling

house costing $100,000 or less


All other Review Applications: Exempt

Up to $5,000 ST $55.00 Exempt $55.00 per application

$5,001 - $250,000 ST $85 + $1.50

for each

$1,000 (or

part of

$1,000) of

the estimated

cost

Exempt $85 + $1.50

for each

$1,000 (or part

of $1,000) of

the estimated

cost

per application

$250,001 - $500,000 ST $500 +

$0.85 for

each $1,000

(or part of

$1,000) over

$250,000

Exempt $500 + $0.85

for each

$1,000 (or part

of $1,000) over

$250,000

per application

$500,001 - $1,000,000 ST $712+

$0.50 for

each $1,000

(or part of

$1,000) over

$500,000

Exempt $712+ $0.50

for each

$1,000 (or part

of $1,000) over

$500,000

per application

$1,000,01 - $10,000,000 ST $987 +

$0.40 for

each $1,000

(or part of

$1,000) over

$1,000,000

Exempt $987 + $0.40

for each

$1,000 (or part

of $1,000) over

$1,000,000

per application


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

More than $10,000,000 ST $4,737+

$0.27 for

each $1,000

(or part of

$1,000) over

$10,000,000

Exempt $4,737+

$0.27 for each

$1,000 (or part

of $1,000) over

$10,000,000

per application

Advertising & Neighbour Notification as required under

s82A

- Applications less than $100,000 ST $240.00 Exempt $240.00 per application

- Applications $100000 or above ST $415.00 Exempt $415.00 per application


Request for Review of Decision to Reject a

Development Application under s82B

up to $100,000 ST $55.00 Exempt $55.00 per application

$100,001 - $1,000,000 $150.00 Exempt $150.00 per application

more than $1,000,001 $250.00 Exempt $250.00 per application

Request for review of modification applications under

s96AB

50% of the

original fee

Exempt 50% of the

original fee

per application

Additional fee where the application under s82B or

s96AB required notification or advertising

- up to $100,000 $232.00 Exempt $232.00 per application Increased by CPI (Maximum fee not

charged)


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

-more than $100,001 $414.00 Exempt $414.00 per application Increased by CPI (Maximum fee not

charged)

DA Modification - s96

Section 96 (2) General Modifications:

If the original DA fee was less than $100 ST 50% of

original DA

fee

Exempt 50% of original

DA fee

per application

If original DA fee was $100 or more;

where the original DA did not involve the erection of a

building the carrying out of a work or the demolition of

a work or building

ST 50% of

original DA

fee

Exempt 50% of original

DA fee

per application

where the original DA involves the erection of a

dwelling house costing $100,000 or less

ST $190.00 Exempt $190.00 per application Statutory fee increased

modification applications in respect to any other

development;

Up to $5,000 ST $55.00 Exempt $55.00 per application

$5,001 - $250,000 ST $85 + $1.50

for each

$1,000 (or

part of

$1,000) of

the estimated

cost

Exempt $85 + $1.50

for each

$1,000 (or part

of $1,000) of

the estimated

cost

per application

$250,001 - $500,000 ST $500 +

$0.85 for

each $1,000

(or part of

$1,000) over

$250,000

Exempt $500 + $0.85

for each

$1,000 (or part

of $1,000) over

$250,000

per application


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

$500,001 - $1,000,000 ST $712+

$0.50 for

each $1,000

(or part of

$1,000) over

$500,000

Exempt $712+ $0.50

for each

$1,000 (or part

of $1,000) over

$500,000

per application

$1,000,001 - $10,000,000 ST $987 +

$0.40 for

each $1,000

(or part of

$1,000) over

$1,000,000

Exempt $987 + $0.40

for each

$1,000 (or part

of $1,000) over

$1,000,000

per application

More than $10,000,000 ST $4,737+

$0.27 for

each $1,000

(or part of

$1,000) over

$10,000,000

Exempt $4,737+

$0.27 for each

$1,000 (or part

of $1,000) over

$10,000,000

per application

Additional fee where s96 application requires

advertising and neighbour notification

- Applications less than $100,000 ST $240.00 Exempt $240.00 per application Increased by CPI maximum statutory fee

not charged

- Applications $100,000 or above ST $414.00 Exempt $414.00 per application Increased by CPI maximum statutory fee

not charged


Section 96 (1A) - Modifications involving minimal

environmental impact (Planning Officer to determine)

ST $645 or 50%

of the original

DA fee

whichever is

the LESSER

Exempt $645 or 50%

of the original

DA fee

whichever is

the LESSER

per application

PLUS: 1. Advertising & Neighbour notification ST $240.00 Exempt $240.00 per application Increased by CPI maximum statutory fee

not charged


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc


Section 96 (1) - Correct Minor error misdescription or

miscalculation


Formal Pre-Lodgement of DA Advice Service

Alterations & additions up to 50% envelope change, or

development proposals not requiring works such as

change of use

SUB $432.73 $43.27 $476.00 per meeting Increased by CPI

New dwellings SUB $1,081.82 $108.18 $1,190.00 per meeting Increased by CPI

New Residential Flat Buildings and commercial

development

SUB $1,959.09 $195.91 $2,155.00 per meeting Increased by CPI

External Access Consultants Fee COST Quoted

Consultant

Fee

Exempt Quoted

Consultant Fee

Per application Applicants that submit a claim under the

Access DCP for exceptional circumstances

DA History/Property Enquiry (requires a written

response)

COST $122.75 Exempt $122.75 per hour or part

hour

A Minimum fee of $122.75 is payable up

front. The total fee is calculated on the

hourly rate and is payable before the release

of any documents the property history

report.

Plan Perusal

Application COST $23.65 Exempt $23.65 per plan

File Retrieval per application COST $68.20 Exempt $68.20 per application Increased by CPI

DINGHY STORAGE

Residents one year hire COST $98.64 $9.86 $108.50 One Year Hire of dinghy storage facility or designated

storage area.

Non Residents one year hire

COST $181.82 $18.18 $200.00 One Year


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

DOCUMENTS PLANS & MAPS

Local Environmental Plans (LEPs)

Woollahra Local Environmental Plan 1995

a. Written Instrument COST $17.60 Exempt $17.60 per plan Updated with amendments

b. Set of Maps - density height heritage conservation

land use (all without amendments)

SUB $83.70 Exempt $83.70 per plan Copy of original gazetted version without

amendments

c. Individual maps - density height heritage

conservation land use (all without amendments)

COST $22.25 Exempt $22.25 per plan Copy of original gazetted version without

amendments

d. Foreshore building line (without amendments) COST $17.25 Exempt $17.25 per plan Copy of original gazetted version without

amendments

e. Clear base plan COST $17.25 Exempt $17.25 per plan

Other LEPs

Written document & map COST $17.25 Exempt $17.25 per

document/map

Development Control Plans

Paddington DCP COST $44.00 Exempt $44.00 per plan

Paddington Heritage Conservation Area DCP 2007 COST $44.00 Exempt $44.00 per plan

Babworth House DCP COST $34.00 Exempt $34.00 per plan


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Residential DCP 1995 COST $17.80 Exempt $17.80 per plan




Rose Bay Centre DCP COST $74.70 Exempt $74.70 per plan

Double Bay Centre DCP COST $50.70 Exempt $50.70 per plan

Edgecliff Commercial Centre DCP COST $17.80 Exempt $17.80 per plan

Watsons Bay DCP COST $53.80 Exempt $53.80 per plan

Woollahra HCA DCP COST $53.80 Exempt $53.80 per plan

Neighbourhood Centres COST $50.00 Exempt $50.00 per plan

DCP for Off Street Car Parking Provision and Servicing

Facilities

COST $17.80 Exempt $17.80 per plan

Bishopcourt DCP COST $16.50 Exempt $16.50 per plan

School & College Development DCP COST $17.80 Exempt $17.80 per plan

118 Wallis St Woollahra DCP COST $16.50 Exempt $16.50 per plan


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Access to and within Buildings DCP COST $17.80 Exempt $17.80 per plan

9 Cooper Park Road Bellevue Hill DCP COST $16.50 Exempt $16.50 per plan

DCP for part 13 Albert Street Edgecliff COST $16.50 Exempt $16.50 per plan

Kilmory DCP COST $8.40 Exempt $8.40 per plan

Hawthorndon DCP COST $8.55 Exempt $8.55 per plan

DCP for 188 Oxford Street Paddington COST $17.80 Exempt $17.80 per plan

Woollahra Exempt and Complying Development DCP COST $16.50 Exempt $16.50 per plan

DCP for Advertising and Notification of Development

Applications and Applications to Modify Development

Consents


Woollahra Telecommunications and

Radiocommunications DCP


Child Care Centres DCP COST $9.80 Exempt $9.80 per plan

Urban Design Study/Public Domain Improvement

Program

Rose Bay Centre COST $48.90 Exempt $48.90 per plan

Double Bay Centre



Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Development Contributions Plan (Section 94A EPA Act)

Woollahra Section 94A Development Contributions Plan

2005


Contribution Plans (Section 94 EPA Act)

Woollahra Section 94 Contributions Plan 2002 COST $20.80 Exempt $20.80 per plan

Copies of Codes

Landscape Code COST $17.90 Exempt $17.90 per code

Private Stormwater Code COST $9.10 Exempt $9.10 per code

Food Premises Code COST $9.10 Exempt $9.10 per code

Footpath Restaurant Code COST $9.10 Exempt $9.10 per code

Code for Advertising Signs COST $9.10 Exempt $9.10 per code

Underground Cabling Code COST $9.10 Exempt $9.10 per code

Development Control Guidelines for the Provision of

Foreshore Open Space and Access

COST $9.10 Exempt $9.10 per code

Digital Maps-Woollahra LEP 1995

Acid Sulphate Soils Density Height Heritage

Conservation Land Use Foreshore Building Line


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

A0 Map COST $81.15 Exempt $81.15 per map

A2 Booklet COST $672.15 Exempt $672.15 per booklet Approx. scale 1:2,000 37 pages

A2 Booklet with cadastral data COST $807.00 Exempt $807.00 per booklet Scale 1:2,000 37 pages

A2 Booklet - individual page COST $27.40 Exempt $27.40 per page Scale 1:2,000

A2 Booklet - individual page with cadastral data COST $40.50 Exempt $40.50 per page Scale 1:2,000

A2 Booklet page special COST $33.95 Exempt $33.95 per page Scale 1:2,000

A3 Landscape or portrait COST $27.50 Exempt $27.50 per page Scale to be determined with request to fit

page

A4 landscape or portrait COST $19.95 Exempt $19.95 per page Scale to be determined with request to fit

page

PDF file of A0 map

COST $403.65 Exempt $403.65 per map

Aerial Photography

A3 - Date January 2002 FCR $27.55 Exempt $27.55 Scale to be determined by customer

A3 - Date January 2002 with cadastral line work and

house numbers

FCR $34.00 Exempt $34.00 Scale to be determined by customer


cadastral textual data e.g. Lot DP



Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

A4 - Date January 2002 FCR $20.80 Exempt $20.80 Scale to be determined by customer


house numbers



cadastral textual data e.g. Lot DP


Cadastral Mapping Products

A2 Cadastral Booklet FCR $682.70 Exempt $682.70 Scale approximately 1:2,000

A2 Cadastral Booklet individual page FCR $27.55 Exempt $27.55 Scale approximately 1:2,000

A2 Cadastral Booklet special page FCR $34.00 Exempt $34.00 Scale approximately 1:2,000

A0 FCR $56.20 Exempt $56.20

A1 FCR $40.65 Exempt $40.65

A2 FCR $27.55 Exempt $27.55

A3 FCR $20.80 Exempt $20.80

A3 black and white FCR $12.60 Exempt $12.60

A4 FCR $12.60 Exempt $12.60



Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

With additional layer e.g. Contour

A0 FCR $68.20 Exempt $68.20

A1 FCR $55.00 Exempt $55.00

A2 FCR $40.65 Exempt $40.65

A3 FCR $27.55 Exempt $27.55


A4 FCR $20.80 Exempt $20.80


Customised Maps (size A0 A1 A2 A3 & A4) FCR $140.90 Exempt $140.90 per hour

ENVIRONMENTAL ENFORCEMENT

Environmental Enforcement Levy (Compliance Levy) SUB 0.1% (0.001)

x estimated

cost of

works.

Minimum levy

$75,

Maximum

levy $5,000

Exempt 0.1% (0.001) x

estimated cost

of works.

Minimum levy

$75, Maximum

levy $5,000

per application To be levied on every NEW development

application (also applicable if no work is

proposed by the development application).

Will partly offset the costs associated with

providing Council's regulatory services

relating to certification and other post

development investigations.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

FILMING AND STILL PHOTOGRAPHY

Filming on Council property including roads and parks

No Application Fee - non refundable Ultra Low Impact ST per application No Application Fee (Ultra Low Impact)

Consideration based on: -No more than 10

crew; -No disruption is caused to Council's

stakeholder retailers or motorists or other

events in the vicinity of the activities; -

Activities are contained to footways or

public open space areas only; -Public safety

is maintained at all times during the conduct

of the activities; -Vehicles associated with

the conduct of the activities are legally

parked at all times and not driven onto

footways parks or plaza areas. Supporting

documentation required.

Application Fee - non refundable Low Impact ST $150.00 Exempt $150.00 per application Application Fee - non refundable (Low

Impact) Consideration based on: -11 - 25

crew; -No more than 4 trucks / vans; -No

construction; -Minimal equipment / lighting;

-Small or no unit base required; -1 - 2

locations. Supporting documentation

required.

Application Fee - non refundable Medium Impact ST $300.00 Exempt $300.00 per application Application Fee - non refundable (Medium

Impact). Consideration based on: -26 - 50

crew; -No more than 10 trucks / vans; -

Some construction; -Equipment used

eg.dolly cranes jibs etc.; -Unit base required;

-No more than 4 locations. Supporting

documentation required.

Application Fee - non refundable High Impact ST $500.00 Exempt $500.00 per application Application Fee - non refundable (High

Impact). Consideration based on: - > 50

crew; - > 10 trucks / vans; - Significant

construction; - Extensive Equipment; -

Large unit base required; - > 4 locations.

Supporting documentation required.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Parking Plans and / or Unit Base ST $150.00 Exempt $150.00 per application All filming on private property must comply

with SEPP4. Council is required to approve

parking plans and / or unit base for any

production filming on private property or

areas not controlled by Council.

Catering in a public park SUB $53.64 $5.36 $59.00 Greater than 20 crew and cast members.

Traffic Control Assessment - Low (Stop/Go traffic

control on local or Council managed road)

ST $100.00 Exempt $100.00 per plan Stop/Go traffic control on local or Council

managed road. Police consultation and

Traffic Management Plan required.

Traffic Control Assessment - Medium (Stop/Go traffic

control on multi-lane or state road)

ST $300.00 Exempt $300.00 per plan Stop/Go traffic control on multi-lane or state

road. Police and RTA consultation and

Traffic Management Plan required.

Amendment to application ST 75% of

application

fee (non-

refundable)

Exempt 75% of

application fee

(non-

refundable)

An additional 75% of the application fee

will apply if: 1. a major revision arises

where significant changes occur in the

timing and nature of the filming activity; and

2. where this could seriously disrupt

arrangements made by surrounding

businesses and resident's in anticipation of

the filming activity; or 3. where the

approval required the consideration of a

number of new matters by Council.

Bond $500.00 to

$5,000.00

Exempt $500.00 to

$5,000.00

per application Bond (refundable) required as per Council

discretion and depending on location nature

of plant and equipment and the size of the

shoot. Bond for Traffic Management is

subject to quotation.

Signage Bond $100.00 Exempt $100.00 per sign Bond refundable. Council reserves the right

to withhold the bond.

Still Photography

Still Photography Lodgement Fee SUB $159.00 Exempt $159.00 per application To be paid prior to assessment of

application


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Bond $570.00 Exempt $570.00 per application Bond taken depending on location nature of

plant & equipment and the size of the shoot

Late Fee (less than 7 working days notice) SUB $159.00 Exempt $159.00 per application

Late Fee (less than 3 working days notice) SUB $227.30 Exempt $227.30 per application

Cancellation Fee SUB $159.09 $15.91 $175.00 per application

NSW & Australia Tourist Commission/SBS/ABC SUB 100% of the

lodgement

fee and 25%

of the

scheduled

location fee

Exempt 100% of the

lodgement fee

and 25% of the

scheduled

location fee

Supporting documents required.

Community Service/Announce/Non-profit/Children's

TV/Public Health Issues/Non-profit

Documentaries/News/Current Affairs

SUB All fees

waived; no

lodgement

fee

Exempt All fees waived;

no lodgement

fee


Cable TV News and documentaries only SUB 100% of the

lodgement

fee and 25%

of the

scheduled

location fee

Exempt 100% of the

lodgement fee

and 25% of the

scheduled

location fee


Students Supporting documents required. Maximum

30 students on location at any one time.

Student Lodgement fee (under 4 hrs) SUB Waive fee Waive fee

Student Lodgement fee (over 4 hrs) SUB $159.00 Exempt $159.00 per lodgement


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Location Fees

Location Fees Commercial Companies SUB $159.00 Exempt $159.00 per hour

FIRE SAFETY

Annual Fire Safety Certificates Lodgement FCR $80.00 Exempt $80.00 per lodgement This fee applies to each Annual Fire Safety

Statement Lodged.

FITNESS TRAINING

Commercial Fitness Training SUB $236.36 $23.64 $260.00 per application Fee is charged for a 2 year permit to

operate commercial fitness activities on

public land.

FOOD & HEALTH PREMISES

Annual Administration Charge per premises FCR $104.50 Exempt 104.50 charge per

registered food

premises per year

Annual Administration Charge levied under

Food Amendment Act 2007. Charge is for

maintenance of required register and routine

reporting of Council's activities to the NSW

Food Authority.

Food Premises Inspection Charge

Inspections up to 30 minutes in duration (including

travelling)

FCR $77.30 Exempt $77.30 per inspection Inspections up to 30min in duration

(including travel time).

Inspections over 30 minutes duration (including

travelling)

FCR $136.35 Exempt $136.35 per hour or part

hour

Inspections over 30min in duration


Health Premises Inspection Charge

Health Premises Inspection Charge Including but not limited to hairdressers

barbers beauty salon skin penetration or

other premises regulated by legislation


travelling)

FCR $77.30 Exempt $77.30 per inspection Inspections up to 30min in duration


Inspections over 30 minutes duration (including

travelling)

FCR $136.35 Exempt $136.35 per hour or part

hour

Inspections over 30min in duration



Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

GRAFFITI REMOVAL

Request for Council to remove graffiti from private

property

Graffiti removed free of charge if accessible

from a public place. At Council's discretion

a quote may be provided for removal of

graffiti inside private property where graffiti

is not accessible from a public place.

HOARDING FEES

Hoardings other structures or works application fee

section 138 Road Act 1993 - (erect a structure or carry

out a work in on or over a public road)


per hour or part

hour for

assessment




determination.

Hoarding Rent - section 223 Roads Act 1993 FCR $7.50 Exempt $7.50 per square

metre/week

HOUSE RENUMBERING

House Renumbering Application Fee FCR $692.00 Exempt $692.00 per application Applications to change the street number of

a house. Council will if it favourably

considers the application issue Order 8

under section 124 of the Local Government

Act 1993. The fee covers the

administrative costs involved in assessing

the application.

House Renumbering Approval Fee FCR $692.00 Exempt $692.00 per approval Covers the administrative costs involved in

effecting the re-numbering changes

including the process of notifying the

relevant public authorities (such as Water

Board Energy Australia Post Office Land

Titles).

IMPOUNDING

Impounding

Articles Miscellaneous- Small FCR $69.00 Exempt $69.00 per item

Articles Miscellaneous- Large FCR $260.00 Exempt $260.00 per item

Shopping Trolley FCR $69.00 Exempt $69.00 per item


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Signs FCR $69.00 Exempt $69.00 per item

Vehicles & Waste Storage Containers FCR $260.00 Exempt $260.00 per item

Pound Storage

Large Article FCR $38.20 Exempt $38.20 per day or part

day

Small Article FCR $15.00 Exempt $15.00 per day or part

day

Shopping Trolley FCR $15.00 Exempt $15.00 per day or part

day

Sign FCR $15.00 Exempt $15.00 per day or part

day

Vehicles & Waste Storage Containers FCR Charges imposed directly from Pickles

Auction - Direct Cost Recovery

INSPECTION FEES

Building Inspections (Pre July 1998 DA & BA and

additional inspections under PCA Agreement)

SUB $136.36 $13.64 $150.00 per inspection This fee applies to each inspection required

by pre-1/7/98 BA conditions or additional

inspections under PCA Agreement.

Inspection & Miscellaneous Service Fee - Inspections

investigations assessment and reporting by

Environmental Health Officers Fire Safety Officers

Building Surveyors Compliance Officers Rangers Parking

Officers under any Act that Council may time to time

enforce. Includes inspection of food shops health

premises and cooling towers


hour




documents. Inspections may include but

are not limited to building fire safety places

of shared accommodation public carparks

food premises hairdressers beauty salons

mortuaries skin penetration premises public

swimming pools systems subject to

legionella regulations.

Boarding House inspection fees pursuant to the

Boarding Houses Act 2012


hour

A minimum fee of $150 per hour, or part

thereof, is to be paid to undertake statutory

boarding house inspections.

LIBRARY SERVICES

Photocopying Fees One copier at each library service point.

Double Bay and Paddington Libraries provide

colour copying. Fees in keeping with

surrounding Libraries


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

A3 COST $0.36 $0.04 $0.40 per copy

A4 COST $0.18 $0.02 $0.20 per copy

A3 Colour COST $1.36 $0.14 $1.50 per copy

A4 Colour COST $0.91 $0.09 $1.00 per copy

Scanned Items COST

Replacement Borrower's Card COST $3.50 Exempt $3.50 per card

USB Stick COST $9.82 $0.98 $10.80 per item

Library Bag COST $2.73 $0.27 $3.00 per item

Library Bag - Children's (PLS DELETE)

Reservation Fees

- Pensioner/Seniors Card/Child COST $1.00 Exempt $1.00 per copy

- Adult COST $2.00 Exempt $2.00 per copy

Inter-Library Loan (outside Public Library Network) COST $14.91 $1.49 $16.40 per item Recommended by National Library Network

Inter-Library Loan (outside Public Library Network) -

Senior/Pens/Child

COST $9.09 $0.91 $10.00 per item Recommended by National Library Network

Inter-Library Loan - Public Libraries - Adults COST $3.64 $0.36 $4.00 per item

Inter-Library Loan - Public Libraries - Seniors/Pens/Child COST $1.82 $0.18 $2.00 per item

Fines

Overdue Books COST $0.30 Exempt $0.30 per day Maximum overdue fee $10.00 per item.

Reviewed in 2011/12

- Fast read service COST $1.00 Exempt $1.00 per day Maximum overdue fee $20.00. Reviewed in

2011/12

Lost Items (or damaged beyond repair)

Damaged barcode / RFID tags COST $1.10 Exempt $1.10 per item

- Minimum charges:

Adult Non-Fiction Books COST $10.30 Exempt $10.30 Plus Item Cost Replacement cost of item plus $9.35

processing fee

Adult Fiction Books COST $10.30 Exempt $10.30 Plus Item Cost Replacement cost of item plus $9.35

processing fee

Junior Books COST $10.30 Exempt $10.30 Plus Item Cost Replacement cost of item plus $9.35

processing fee


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

DVDs COST $10.30 Exempt $10.30 Plus Item Cost Replacement cost of item plus $9.35

processing fee

Magazines COST $10.30 Exempt $10.30 Plus Item Cost Replacement cost of item plus $9.35

processing fee

Local History Research FCR $72.70 Exempt $72.70 per 1/2 hour In-depth research fee as in accordance with

the provisions of the Library Amendment

Act 1992.

Photographic Reproduction COST $10.90 Exempt $10.90 Plus Item Cost This fee includes a $10.90 service fee in

addition to the actual cost of reproduction

for each item.

Commercial usage of photograph from Collection FCR $51.35 Exempt $51.35

Children's and Young Adult Activities COST $10.45 $1.05 $11.50 Maximum $11.50

per activity

Cost will vary. Up to a maximum of $11.50

per activity.

Local Writer's Festival

Entry to competition /event $36.36 $3.64 $40.00 per entry Fee includes attendance at Festival day

Attendance fee for WLF members $27.27 $2.73 $30.00

Attendance fee for general public $31.82 $3.18 $35.00

PARKS AND RESERVES

Park Bookings

Inspection / Event Supervision Fee FCR $173.64 $17.36 $191.00 per hour Minimum charge of 1 hour

Hire Fees - Ceremonies

Ceremonies (Wedding Naming Christening Wakes etc)

1-50 people SUB $181.82 $18.18 $200.00 first hour The booking fee does not grant exclusive

use of the park.

Includes bridal photography.

51-100 people SUB $322.73 $32.27 $355.00 first hour The booking fee does not grant exclusive

use of the park.



Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

101-plus people SUB $386.36 $38.64 $425.00 first hour The booking fee does not grant exclusive

use of the park. Guest numbers are limited

to 120 at most venues.


Additional hourly fee SUB $90.91 $9.09 $100.00 each additional

hour

Maximum of 3 hours

Cancellation Fee

- 2 weeks notice provided COST $77.27 $7.73 $85.00 per use Hire fees will be refunded less the

cancellation fee if the applicant gives

Council at least 2 weeks notice.

- Less than 2 weeks notice provided COST Full Hire Fee 10.0% Full Hire

Feeplus 10.0%

GST

No hire fees will be refunded if the applicant

gives less than 2 weeks notice

McKell Park Event Bond $250.00 Exempt $250.00 Per Event New Fee/Bond as a result of adopted

Notice of Motion

Wet Weather Retention COST $77.27 $7.73 $85.00 per use Applicant must contact Council within 2

weeks after the event date or no refund is

given. Council retains the Retention fee and

refunds the balance of the Hire Fee.

Hire Fees - Corporate Social Events (corporate picnics

BBQ teambuilding)

1 - 50 people SUB $77.27 $7.73 $85.00 per hour The booking doesn't grant exclusive use of

the park.

51 - 100 people SUB $104.09 $10.41 $114.50 per hour The booking doesn't grant exclusive use of

the park.

Corporate Event Bond $500.00 Exempt $500.00 Refundable in full after inspection and any

damage paid for.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Hire fees - Corporate Events (promotions events for

greater than 100 guests and sit down style functions

up to 50)

Corporate Events Fee (promotions events for greater

than 100 guests and sit down style functions up to 50)

Fee

SUB $204.55 $20.45 $225.00 per hour The booking doesn't grant exclusive use of

the park. A max. of 50 guests at the sit

down style function. Special Event bins

must be purchased for this style of event

Corporate Event Bond $500.00 Exempt $500.00 Refundable in full after inspection or any

damage paid for

Cancellation Fee



Council at least 2 weeks notice

- Less than 2 weeks notice provided COST Full Hire Fee 10.0% Full Hire Fee

plus 10.0%

GST



Wet Weather Retention COST $77.27 $7.73 $85.00 Applicant must contact Council within 2




Hire Fees - Social Events

Social Events (Picnics Birthdays Reunions Family

Gatherings)

The booking fee does not grant exclusive

use of the park.

1-20 people SUB No charge 10.0% No charge plus

10.0% GST

21-50 people SUB $53.64 $5.36 $59.00 per hour

51-100 people SUB $75.00 $7.50 $82.50 per hour


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Cancellation Fee



Council at least 2 weeks notice


plus 10.0%

GST



Wet Weather Retention COST $42.27 $4.23 $46.50 per use Applicant must contact Council within 2




Amusement Devices (Jumping Castles Rides Blow-up

Items Sumo Wrestling) and Kindy Farms

Amusement Device less than 50m2 FCR $50.90 Exempt $50.90 per item /

amusement

If the footprint of the amusement device is

less than 50m2

Amusement Device greater than 50m2 FCR $100.00 Exempt $100.00 per item /

amusement

If the footprint of the amusement device is

greater than 50m2. Potential impacts will

be assessed prior to approval - price on

application.

Bond $100.00 Exempt $100.00 per use Refundable in full after inspection or any

damage paid for.

Marquees & Fete Stalls

Marquee less than 50m2 SUB Nil Nil per use If the footprint of the marquee is less than

50m2 there is no charge. Park Hire fee

additional

Marquee between 51m2 - 100m2 SUB $50.91 $5.09 $56.00 per item If the footprint of the marquee is between

51m2 - 100m2 the fee applies. Marquees

over 100m2 will not be permitted. Park hire

fee additional

Bond $100.00 Exempt $100.00 per use Refundable in full after inspection or any

damage paid for.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Sports Fields Bookings

Applications to be made in writing. Seasonal hire-50%

of total amount to be paid prior to the commencement

of the season. Balance to be paid in full by mid-season.

All Schools within the Council area are not charged for

use of fields within school hours.

Cricket (Turf)

Cricket (Turf) Summer Hire for Trumper Oval SUB $795.45 $79.55 $875.00 per day hire Available Sunday only

Seasons Cricket (Turf) at Trumper Park - Summer

Season only

SUB $495.45 $49.55 $545.00 per day hire Minimum 10 bookings per annum to qualify

as a seasonal hirer. Applications to be

made in writing. Seasonal hire - 50% of

total amount to be paid prior to the

commencement of the season. Balance to

be paid in full within 14 days of

commencement of season. All Schools

within the Council area are not charged for

the use of fields within school hours.

Cricket (Synthetic)

Woollahra Oval 2 Woollahra Oval 3 Christison Park

Steyne Park Lough Playing Fields Rushcutters Bay Park

Cooper Park

SUB $53.64 $5.36 $59.00 per field per hour

Cancellation Fee

- 2 weeks notice provided COST $44.27 $4.43 $46.50 per use


plus 10.0%

GST


gives less than 2 weeks notice.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Wet Weather Retention COST $44.27 $4.43 $46.50 per use Refunds for casual hirers only does not

apply to seasonal hirers. Applicant must

contact Council within 2 weeks after the

event date or no refund is given. Council

retains the Retention fee and refunds the

balance of the Hire Fee.

Hire Fees - All Other Sports e.g. Soccer AFL Rugby

League Lacrosse Athletics etc.

Trumper Park Woollahra Oval 1 Woollahra Oval 2

Woollahra Oval 3 Lyne Park Cooper Park Lough Playing

Fields Christison Park Rushcutters Bay Park Steyne Park

SUB $53.64 $5.36 $59.00 per field per hour Minimum 1 hr booking

Cancellation Fee

- 2 weeks notice provided COST $44.27 $4.43 $46.50 per use


plus 10.0%

GST


gives less than 2 weeks notice.

Wet Weather Retention SUB $44.27 $4.43 $46.50 per use Applicant must contact Council within 2




Lighting or Electricity COST $12.73 $1.27 $14.00 per hour Charge in addition to hiring fees.

Key Deposit $125.00 Exempt $125.00 Per key Maximum 4 keys per Club or Organisation

per season.

Goal post installation (out of season) COST $286.36 $28.64 $315.00 per field Cost per installation and removal.

Line marking (out of season) COST $322.73 $32.27 $355.00 per field per hour Line marking.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Parking on Reserves

Parking on Reserves (subject to Council approval) SUB $2,681.82 268.18 $2,950.00 per use Maximum 300 cars per day.

Bond $12,200.00 Exempt $12,200.00 per use Refundable deposit after inspection by

Council officer or any damage paid for.

Access through public open space for construction

and/or occupation of public open space

Bond $500.00 to

$5,000.00

Exempt $500.00 to

$5,000.00

Assessed based on the potential impact on

the Reserve of the works being undertaken

and the period for which access is required.

Application Fee (Access and Occupation) COST $122.70 Exempt $122.70 per application

Vehicles & other machinery (e.g. forklifts bobcats

helicopters.)

SUB $90.90 Exempt $90.90 per half day (up

to 4 hours)

Vehicle Access Rate - full day SUB $159.00 Exempt $159.00 per full day

Vehicle Access Rate - weekly SUB $454.55 Exempt $454.55 per week

Vehicle Access Bond $1,000.00 to

$1,500.00

Exempt $1,000.00 to

$1,500.00

per use Assessed based on the potential impact on

the Reserve of the works being undertaken

and the period for which access is required.

Non-vehicular access - half day SUB $72.70 Exempt $72.70 per day (up to 4

hours)

Non-vehicular access - full day SUB $113.65 Exempt $113.65 per full day

Non-vehicular access - weekly SUB $363.65 Exempt $363.65 per week


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Erection of Hoarding / Scaffolding / Construction

Compound

SUB $11.35 Exempt $11.35 area occupied

(per m2) x fee x

weeks

Erection of hoarding / scaffolding /

construction compound associated with

works on privately owned land. Assessed

based on the potential impact on the

Reserve of the works being undertaken and

the period for which occupation in the

Reserve is required.

Gate Opening Service to Parks & Facilities such as Sir

David Martin Reserve Marina and hardstand

COST $75.00 Exempt $75.00 per use To cover cost of security service opening

and closing.

PAYMENT CHARGES

Dishonoured Cheque Administration Fee (inclusive of

bank charges)

FCR $33.36 $3.34 $36.70 per cheque

Returned Direct Debit Administration Fee (inclusive of

bank charges)

FCR $25.64 $2.56 $28.20 per transaction

Credit Card Usage Fee - where the underlying fee or

charge is a taxable supply (that is includes GST)

COST 1.0% of the

GST inclusive

transaction

amount

10.0% 1.0% of the

GST inclusive

transaction

amount plus

10.0% GST

per transaction The fee applies to the use of any credit card

for making payment to Council of a fee or

charge that attracts GST (a taxable supply).

At the time of making payment 1.0% of the

transaction amount will be added to the

amount due.

Credit Card Usage Fee - where the underlying fee or

charge is not a taxable supply (that is does not include

GST)

COST 1.0% of the

transaction

amount

Exempt 1.0% of the

transaction

amount

per transaction The fee applies to the use of any credit card

for making payment to Council of a fee or

charge that does not attracts GST. At the

time of making payment 1.0% of the

transaction amount will be added to the

amount due.

Interest on Overdue Rates & Annual Charges ST 9% per

annum on the

overdue

amount

Exempt 9% per annum

on the overdue

amount

This is the maximum amount of interest as

advised by the Minister for Local

Government under Section 566(3) of the

Local Government Act 1993. If it is varied

after the adoption of the Fees & Charges

the new maximum interest rate will be

applied.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

PCA SERVICE FEES

Principal Certifying Authority Service Agreement (CV) FCR Calculation:

LN(CV)xCV^I

10.0% Calculation:

LN(CV)xCV^Iplu

s 10.0% GST

per agreement Minimum: $450 I = 0.43 LN = Natural

Logarithm CV= Cost of Work/Contract

Value

Minimum Charge $409.09 $40.91 $450.00 per agreement The minimum charge is for works with an


For works above this amount it is a sliding

scale.

$50,000 FCR $1,134.43 $113.44 $1,247.87 per agreement All Classifications of Building





$1,000,000 FCR $5,252.51 $525.25 $5,777.76 per agreement All Classifications of Building

$2,000,000 FCR $7,431.39 $743.14 $8,174.53 per agreement All Classifications of Building

$5,000,000 FCR $11,715.88 $1,171.59 $12,887.47 per agreement All Classifications of Building

Principal Certifying Authority Service Agreement

entered into retrospectively

FCR 20% loading

to be applied

to the

standard PCA

fees when

Council is

retrospectivel

y appointed

as the PCA

10.0% 20% loading to

be applied to

the standard

PCA fees when

Council is

retrospectively

appointed as

the PCA plus

10.0% GST

If Council is appointed as the PCA once

work has commenced or at the conclusion

of a project a loading is to be applied to

cover the additional work that is likely to be

required. In these circumstances Council

cannot decline appointment.

PLANNING REQUESTS

Requests for amendment of Local Environmental Plan

(including rezoning)

COST $233.65 Exempt $233.65 per hour plus

expenses

Total fee includes hourly rate charge for

assessment of request plus additional cost

of materials advertising notification

consultation and legal expenses incurred in

assessment of request and preparation of

draft LEP through to gazettal


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Requests for NEW or amended development control

plans section 94 contribution plans and amendments to

DCPs and contribution plans.

COST $233.65 Exempt $233.65 per hour plus

expenses

Total fee includes hourly rate charge for

assessment of request plus additional cost

of materials advertising notification

consultation and legal expenses incurred in

assessment of request and preparation of

draft LEP through to gazettal

PRESCHOOL

Child Care Fee COST $65.00 Exempt $65.00 per day per child Fee for 2013 Calendar Year.

Child Care Fee COST $65.00 Exempt $65.00 per day per child Fee for 2014 Calendar Year.

Child Care Fee - Extended Hours COST $7.00 Exempt $7.00 per day per child Fee for additional 45 minutes per day.

Entertainment Fee COST $25.45 $2.55 $28.00 per term per child Fee for 2013 Calendar Year.

Entertainment Fee COST $25.45 $2.55 $28.00 per term per child Fee for 2014 Calendar Year.

Wait List Fee COST $37.27 $3.73 $41.00 per child Fee for 2013 Calendar Year.

Wait List Fee COST $37.27 $3.73 $41.00 per child Fee for 2014 Calendar Year.

Excursions COST $17.27 $1.73 $19.00 per excursion Fee for 2013 Calendar Year.

Excursions COST $17.27 $1.73 $19.00 per excursion Fee for 2014 Calendar Year.

Hats COST $20.00 $2.00 $22.00 per child per year Fee for 2013 Calendar Year.

Hats COST $20.00 $2.00 $22.00 per child per year Fee for 2014 Calendar Year.

Bond $400.00 Exempt $400.00 booking 45x3daysx3weeks - non refundable for non

starters for 2013 Calendar Year.

Bond $400.00 Exempt $400.00 booking Fee for 2014 Calendar Year - refundable for

starters at end of attendance/non-refundable

for non-starters.

Late Fee COST $11.82 $1.18 $13.00 Each occasion Fee for 2013 Calendar Year.

Late Fee COST $11.82 $1.18 $13.00 Each occasion Fee for 2014 Calendar Year.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

RATES & OWNERSHIP INFORMATION

Counter Enquiries

Sales Register Enquiry * COST $74.80 Exempt $74.80 per quarter hour

(or part thereof)

Viewing Sales Register with names

removed.

Sales Register Enquiry * COST $24.20 Exempt $24.20 per property Viewing Sales Register with names

removed.

Property Ownership Details (Verbal) * COST $16.90 Exempt $16.90 per enquiry Limit of one property per enquiry.

* There are certain constraints placed on Council under

the Privacy Act. Some information may not be

provided to ensure compliance with this legislation.

Property Ownership Details (Written Confirmation) COST $23.20 Exempt $23.20 per property Limit of one property per enquiry.

ROADS AND FOOTPATHS

Road and Footpath Restoration

Road Opening Administration Fee for restorations to be

carried out by Utility Authorities or their nominated

contractors

FCR $106.30 Exempt $106.30 $106.30 per restoration up to 10m2 plus

$10.00 per 1m2 thereafter (excluding GST)

Road Opening Permit Administration Fee for

restorations to be carried out by Council or its

contractors

FCR $320.00 Exempt $320.00 per permit Equivalent to 1.5 hours processing time

including 3 inspections (@$174.55 per

hour) plus application fee of $58.20.

Additional charges at $174.55 per hour or

part hour for inspection and supervision in

excess of 1.5 hours. Minimum charge is

the Permit Administration Fee plus

restoration charge (below) for 1m2 of the

surface type to be opened

Restorations Charges (m²) - see below: Discounts reflect the reduced cost for

quantities as set in the Minor Works

Contract.

NOTE: for large restorations a further discounted

restoration fee may be negotiated with Council’s

Manager Civil Operations


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Restoration fees under s101-102 of the Roads Act are

charged the GST EXEMPT fee; Fees for private works

are GST INCLUSIVE

Road Pavements: 10% discount>50m2

Road Pavements

Asphalt (50mm) on Concrete base (200mm) [Dowelled

and Reinforced] (m²)

FCR $654.58 $65.46 $720.04 per square meter Includes all required traffic control and site

establishment costs. Includes excavation,

removal and disposal of waste to an

approved tip; place min. 100mm DGB 20

over existing sub grade to construct 200mm

thick reinforced (SL82) 40 MPa concrete

slab with 16mm dowel

expansion/construction joints; Supply and

lay 30mm AC10 as specified including

application of tack coat.

Asphaltic concrete on road base (m²) wearing course

only 50mm AC 10


establishment costs. Saw cut or mill to min

depth 50mm. compact subgrade, supply

and compact road base (DGB 20) and

50mm AC 10 or AC14 as specified.

Concrete 200mm[dowelled and reinforced (m²) FCR $488.16 $48.82 $536.98 per square meter Includes all required traffic control and site




over existing sub grade to construct 200mm

thick reinforced (SL82) 40 MPa concrete

slab with 16mm dowel

expansion/construction joints.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Footpaths: 10% discount>50m2

Asphalt 50mm on 75mm concrete base(m²) FCR $313.42 $31.34 $344.76 per square meter Includes excavation, removal and disposal

of waste to an approved tip; place min.

50mm DGB 20 over existing base and

placement of mastic joints. 75 mm thick

with 20MPa concrete and 40mm AC5

surface.

Asphalt 25mm on road base (m2) FCR $168.26 $16.83 $185.09 per square meter Saw cut or mill to min depth 40mm.

Excavate dispose of material by

Contractor's plant to a tip site arranged by

the Contractor, compact sub grade, supply

and compact base layer (DGB 20) and

40mm AC5 surface.

Concrete 75mm (m²) FCR $184.91 $18.49 $203.40 per square meter Includes excavation, removal and disposal




with 20MPa concrete and broom finish

Concrete 75mm (m²) Paddington Mix Concrete $218.19 $21.82 $240.01 per square meter Concrete footpaths in the Paddington

Heritage DCP area must be restored using

Paddington Mix washed concrete finish.

Includes excavation, removal and disposal




"Paddington Mix Concrete" washed finished

with 20MPa concrete.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Pavers 25mm sand bedding and 100mm DGB 20 (m²) FCR $179.36 $17.94 $197.30 per square meter An additional cost will be charged for the

supply of replacement paving at cost.

Includes delivery of pavers to site from

Council Depot. Excavate, remove spoil to

an approved tip by Contractor's plant,

supply and place sand bed to depth of 35

mm, Work as per pattern drawing supplied

by the Council, or to a nominated existing

pattern, and fill gaps with Sydney sand

(supplied by the contractor).

Pavers on 25mm sand bedding and Concrete

Basecourse (m²)

FCR $242.23 $24.22 $266.45 per square meter An additional cost will be charged for the

supply of replacement paving at cost.

Reconstruct the concrete base (100mm

thick) and dowel to existing with 16mm dia

hot dipped galv dowels x 400mm long at

1000mm centres. Includes delivery to site

from Council Depot by Contractor. Supply

and place cement sand bed to depth of

20mm, Work as per pattern drawing

supplied by the Council, or to a nominated

existing pattern and fill gaps with

cement/sand mix. Supply of 20 MPa

concrete, dowels, cement/sand mix, and

mastic joint by contractor.

Kerb Access Ramp (0.6m wings) Black Oxide Concrete $1,430.27 $143.03 $1,573.30 per item Price to restore kerb access ramp to meet

required Australian Standard. Includes

excavation, removal and disposal of waste

to an approved tip; place min. 50mm DGB

20 over existing base and placement of

mastic joints. All materials including 20 Mpa

black oxide coloured concrete.

Kerb Access Ramp (1.2m wings) Black Oxide Concrete $1,654.01 $165.40 $1,819.41 per item Price to restore kerb access ramp to meet

required Australian Standard. Includes

excavation, removal and disposal of waste

to an approved tip; place min. 50mm DGB

20 over existing base and placement of

mastic joints. All materials including 20 Mpa

black oxide coloured concrete.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Grass verge- including approved turf and soil (m²) FCR $50.85 $5.09 $55.94 per square meter Includes establishment and maintenance as

per Councils specification. 3 months of

watering to establish. Establish grass verge

matching the existing adjacent species.

Vehicular Driveways: 10% discount>50m2

Concrete residential driveway (100mm) (m²) FCR $198.78 $19.88 $218.66 per square meter Includes all required traffic control and site




over existing base and placement of mastic

joints. All materials shall be supplied by the

Contractor. 100 mm thick residential

driveway with 32 MPa concrete and broom

finish

Concrete commercial driveway (150mm reinforced)

(m²)







Contractor. 150 mm thick with one (1) layer

of SL72 fabric (heavy duty driveways only)

with 32MPa concrete and broom finish.

Asphalt driveway includes concrete base (125mm) (m²) FCR $283.84 $28.38 $312.22 per square meter Includes all required traffic control and site






Contractor. 100 mm thick residential

driveway with 32 MPa concrete with AC10

wearing course surface.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Other Works: 10% discount>50m2 or >50m

Concrete kerb & gutter or Driveway Layback (lineal m) FCR $313.42 $31.34 $344.76 Lineal m Includes saw cutting road, excavation,


approved tip; place min. 100mm 5MPa

concrete lean-mix sub-base over existing

sub grade, placement of mastic joints,

laybacks, and connect house stormwater

outlets (min. 1m length of 90mm

UPVC/connection). All materials including

25Mpa concrete, cement/sand slurry,

mastic joints and stormwater outlets shall

be supplied by Contractor. The rate includes

laybacks and restoration of the adjoining

road pavement matching the existing road

pavement material.

Kerb only (lineal m) or Gutter only (lineal m) FCR $225.59 $22.56 $248.15 lineal m Includes saw cutting road, excavation,





laybacks, and connect house stormwater

outlets (min. 1m length of 90mm

UPVC/connection). All materials including

25Mpa concrete, cement/sand slurry,

mastic joints and stormwater outlets shall

be supplied by Contractor. The rate includes

laybacks and restoration of the adjoining

road pavement matching the existing road

pavement material.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Concrete Dish Crossings (lineal m) FCR $425.29 $42.53 $467.82 lineal m Includes saw cutting road, excavation,





restoration of adjacent road pavement

matching the existing road pavement

material, Supply of SL82 mesh, 200mm

thick concrete, and 40 MPa @ 28 days

concrete.

Kerb outlet (100mm pipe) (item) FCR $201.55 $20.16 $221.71 per item For non standard pit sizes or different sized

lintels and all other stormwater pipe

connections Council will provide a cost

estimate. Excavate (in all materials able to

be excavated with a hydraulic excavator)

with maximum depth to invert of proposed

pipe of 1.2m, haulage & disposal of

excavated material, supply & lay UPVC,

supply and compact all backfill (sand to

within 300mm finished surface and then

250mm DGB 20 - recycled), and temporary

surface restoration with cold mix. Final

restoration to use relevant rates.

Gully Pits Inlets (item) FCR $4,195.59 $419.56 $4,615.15 per item For non standard pit sizes or different sized

lintels and all other stormwater pipe

connections Council will provide a cost

estimate. Including inlet channel, supply &

place lintel and grate (Class C), pour 1m

kerb and gutter either end of lintel &

around grate. 25 MPa concrete shall be

supplied by Contractor. Construction of a

new kerb inlet pit, Price is valid for a pit up

to 1.8m deep, price for pits of greater depth

shall be negotiated


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Saw Cutting (lineal m) - up to 75mm thick FCR $50.85 $5.09 $55.94 lineal m Includes establishment fee.

Saw Cutting greater than 75mm thick FCR $67.49 $6.75 $74.24 lineal m Includes establishment fee.

Leases Licenses Encroachments and other minor

Property transactions

COST The fee is

calculated on

the estimated

average

processing

time for each

transaction

and is

payable

before the

release of any

legal

agreement.

In addition all

legal and

valuation

costs are

payable by

the applicant.

Protracted

negotiations

over 5 hours

will be

charged at

$65 per hour.

10.0% The fee is

calculated on

the estimated

average

processing time

for each

transaction and

is payable

before the

release of any

legal

agreement. In

addition all legal

and valuation

costs are

payable by the

applicant.

Protracted

negotiations

over 5 hours

will be charged

at $65 per hour

plus 10.0%

GST

The fee is calculated on the estimated

average processing time for each

transaction and is payable before the

release of any legal agreement. In addition

all legal and valuation costs are payable by

applicant. Protracted negotiations over 5

hours will be charged at $65 per hour.

Footway Restaurant Licence - Application Fee (Section

125 Roads Act 1993)

FCR $384.00 Exempt $384.00 per application A minimum fee of $384.00 is payable up

front.

Display of Goods on Footpath - Application Fee (Section

68 Local Government Act 1993)

COST $144.00 Exempt $144.00 per application A minimum fee of $144.00 is payable up

front.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Lease/Licence to occupy unused roadway (Section 153

Roads Act 1993) or land above or below a road

(Section 149) - Application fee under Section 223

FCR $700.00 10.0% $770.00 per application A minimum fee of $770.00 is payable up

front.

Rent for Leases & Licences COST rent based

upon market

rate

10.0% rent based

upon market

rate plus

10.0% GST

per square metre Rents are determined by valuation.

Minor legal transactions/transfers FCR $70.45 $7.05 $77.50 per hour or part

hour for

assessment

This fee is to cover costs for minor legal

and/or property transactions that require

staff to provide letters or property related

research on behalf of private parties. A

minimum fee of $77.50 is payable.

Application to formalise an existing encroachment on

Council land (by creation of Easement or Positive

Covenant or Lease etc)

FCR $286.36 10.0% $315.00 per application A Minimum fee of $315.00 is payable up

front.

Road and footpath levels

Application & Processing Fee COST $407.30 Exempt $407.30 2 hours

(minimum)

Equivalent to 2 hours processing time

(@$174.55 per hour) plus application fee of

$58.20. Additional charges at $174.55 per

hour or part hour for assessment inspection

and supervision in excess of 2 hours.

Damage Security Deposit

Security Deposit for damage to Council infrastructure

resulting from development. Works up to $50,000

$2,132.00 Exempt $2,132.00 per deposit Refundable following reinstatement of road

assets to Council's satisfaction.


resulting from development. Works $50,000 -

$100,000

$4,264.00 Exempt $4,264.00 per deposit Refundable following reinstatement of road



resulting from development. Works over $100,000

$4,264.00

plus $216 per

$10,000

estimated

cost

Exempt $4,264.00 plus

$216 per

$10,000

estimated cost

per deposit Refundable following reinstatement of road



Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Sec 138 damage/ infrastructure bond COST $5,000 to

$15,000

variable

per driveway Refundable following appropriate driveway

works

Works on roadways and Council property

Application processing fee for works on roadways and

Council property requiring Roads Act approval,

including footpaths, driveway crossings, stormwater,

kerb and gutter and retaining walls.

COST $407.30 Exempt $407.30 2 hours

(minimum)


including 3 inspections (@$174.55 per

hour) plus application fee of $58.20.


part hour for inspection and supervision in

excess of 2 hours. Cancellation fee is

calculated as the application fee of $58.20

plus any inspections completed at the time

of cancellation.

Modification or extension of a Section 138 Road Act

Approval

COST $349.00 Exempt $349.00 2 hours

(minimum)

$174.55 per hour processing time with a

minimum charge of 2 hours.

Deposit Administration Fee COST $172.70 Exempt $172.70 per deposit

Infrastructure security deposit Depending on the circumstances a security

deposit equal to the estimated value of the

works may be required.

Damage Security Deposit. Works up to $50,000 $2,132.00 Exempt $2,132.00 per deposit Refundable following reinstatement of road


Damage Security Deposit. Works $50,000 - $100,000 $4,264.00 Exempt $4,264.00 per deposit Refundable following reinstatement of road


Damage Security Deposit. Works over $100,000 $4,264 plus

$216 per

$10,000

estimated

cost

Exempt $4,264 plus

$216 per

$10,000

estimated cost

per deposit Refundable following reinstatement of road



Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Stand Plant on roadway

Permit to Stand Plant - per day FCR $320.00 Exempt $320.00 per day Applications are charged at $320.00 per

application for the first day and $174.55

per day or part day for consecutive days

thereafter. For non-consecutive days a new

application and permit is required for each

day.

Permit to Stand Plant - per day or part day fee FCR $174.55 Exempt $174.55 per day or part

day

Equivalent to 1 hour processing time

(@$174.55 per hour). Any additional time

to be charged at $174.55 per hour

Fast Track Application Fee (<48 hours notice given) FCR $349.00 Exempt $349.00 per fast track

application

Additional fee (on top of Permit to Stand

Plant fee) to fast track application with less

than 48 hours notice given. Equivalent to 2

hours processing time (@$174.55 per hour)

Consecutive day - per day or part day FCR $174.55 Exempt $174.55 per day or part

day




Metered parking bay (additional) FCR $84.55 Exempt $84.55 per space per day

or part day if not

available to public

Change of date fee FCR $174.55 Exempt $174.55 per date change Equivalent to 1 hour processing time



Temporary road closure (>48 hours notice given) in

conjunction with stand plant (additional)

FCR $174.55 Exempt $174.55 per application Equivalent to 1 hour processing time



Temporary road closure (<48 hours notice given) in

conjunction with stand plant (additional)

FCR $349.00 Exempt $349.00 per fast track

application





Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

ROCK ANCHORS

Application & Processing Fee FCR $407.30 Exempt $407.30 2 hours

(minimum)


(@$174.55 per hour) plus application fee of

$58.20. Additional charges at $174.55 per

hour or part hour for assessment inspection

and supervision in excess of 2 hours.

Temporary Rock Anchor - Non Refundable Damage

Deposit

COST $2,790.00 Exempt $2,790.00 per anchor

Performance Security Deposit - Refundable $5,150.00 Exempt $5,150.00 per anchor Refundable following removal of Temporary

Rock Anchor and reinstatement of road

assets to Council's satisfaction. Minimum

bond $50,000.

STORMWATER MANAGEMENT CHARGE

Single residential dwelling ST $25.00 Exempt $25.00

Residential strata unit ST $12.50 Exempt $12.50

Business Strata ST $10.00 Exempt $10.00

Business properties ST $25.00 plus

$25.00 for

each 350

square metres

(or part

thereof)

above 350

square metres

in land area

Exempt $25.00 plus

$25.00 for

each 350

square metres

(or part thereof)

above 350

square metres

in land area

SWIMMING POOLS

Swimming Pool Act - Exemption Application &

Compliance Certificates (Sections 20 & 24)

ST $70.00 Exempt $70.00 per application or

certificate

Swimming Pool Inspections ST

First Inspection ST $150.00 Exempt $150.00 per inspection

Second Inspection ST $100.00 Exempt $100.00 per inspection


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

TRAFFIC & PARKING

Visitor Parking Permits

Pack of five (5) permits COST $10.00 Exempt $10.00

Pack of ten (10) permits COST $20.00 Exempt $20.00

Traffic Signs & Lines Requests

Installation of clearance linemarking to driveway COST $139.55 Exempt $139.55 per driveway Actual cost including overheads.

Installation of traffic or parking signposting COST $184.55 Exempt $184.55 per sign Actual cost including overheads.

Installation of disabled parking signposting - initial

request

SUB No Charge No Charge per application No installation fee for initial application or

for timely renewal applications (see below)

Installation of disabled parking signposting COST $187.30 Exempt $187.30 per sign

Disabled Parking - late renewal fee COST $58.20 Exempt $58.20 per application Renewal may be applied for free of charge

one month before the end of the 12 month

period. The $58.20 fee will be charged if

renewal is applied for after this. Signs will

be removed when no renewal is applied for.

Work Zone

Application Fee COST $355.00 Exempt $355.00 1 hours

(minimum)


part hour for assessment inspection and

supervision in excess of 1 hours.

Weekly occupation fee - residential FCR $41.00 Exempt $41.00 per metre of

kerbside per

week

In residential areas. (Minimum 6 metres).

Weekly occupation fee - residential. Angle Parking rate FCR $82.00 Exempt $82.00 per metre of

kerbside per

week

In residential areas. Equivalent square

metre rate for angle parking.

Weekly occupation fee - non-residential. Parallel

Parking rate

FCR $69.00 Exempt $69.00 per metre of

kerbside per

week

In non-residential areas.


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Weekly occupation fee - non-residential. Angle Parking

rate


kerbside per

week

In non-residential areas. Equivalent square

metre rate for angle parking.

Weekly occupation fee - non-residential in area with

parking meters (Parking Meter Fee 1). Parallel Parking

rate.


kerbside per

week

Based on non-residential fee plus

compensation for loss of metre revenue in

Parking Meter Fee 1 areas.


parking meters (Parking Meter Fee 1). Angle Parking

rate.


kerbside per

week


compensation for loss of meter revenue in

Parking Meter Fee 1 areas. Equivalent

square metre rate for angle parking.


parking meters (Parking Meter Fee 2). Parallel Parking

rate.


kerbside per

week



Parking Meter Fee 2 areas.


parking meters (Parking Meter Fee 2). Angle Parking

rate.


kerbside per

week



Parking Meter Fee 2 areas. Equivalent

square metre rate for angle parking.

Alteration/Reinstatement of signage COST $187.30 Exempt $187.30 per sign Charge based on alteration to signs at the

request of the applicant or as a result of

reactivation of expired Work Zone

Special Events & Road Closures

Bond COST $500.00 to

$20,000.00

Exempt $500.00 to

$20,000.00

per event Refundable Bond against damage to Council

assets required at Council's discretion

depending on the category location and

extent of the event.

Resident Parking Permits

1st Permit COST $54.00 Exempt $54.00

1st Permit (Pensioner Price) SUB $25.00 Exempt $25.00

2nd Permit COST $110.00 Exempt $110.00

2nd Permit (Pensioner Price) SUB $50.00 Exempt $50.00

Replacement Permit COST $21.00 Exempt $21.00

Parking Meters

Parking Meter Fee - Central areas Oxford Street

Paddington and Double Bay Commercial Centre

FCR $3.91 $0.39 $4.30 per hour Standard Fee


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Parking Meter Fee - Outer areas Oxford Street

Paddington and Double Bay Commercial Centre

FCR $3.27 $0.33 $3.60 per hour Reduced fee for some of the lesser used

parking spaces in both Double Bay and

Paddington.

TREES

Tree Preservation Order (TPO) Application

Application for Pruning or Removal - 1 tree SUB $66.35 Exempt $66.35 1 tree

Application for Pruning or Removal - Additional Tree(s) SUB $23.65 Exempt $23.65 per additional tree Fee charged for each consecutive tree

inspected.

Request for review of TPO Determination SUB 50% of the

original

Application

Fee

Exempt 50% of the

original

Application Fee

Tree Inspection FCR $181.80 Exempt $181.80 per inspection

Tree - View Pruning & Solar Access Request

Application for View Pruning & Solar Access COST $227.30 Exempt $227.30 per application

Request for View Pruning & Solar Access COST Exempt As per

contractors

quote

as per

contractors quote

The contractors quote will be specific for

each job and may require different teams,

equipment and traffic control depending on

the location and complexity.

Request for Solar Access Pruning FCR

Vegetation encroaching on public access

Fee for pruning FCR $245.45 Exempt $245.45 per hour Applies if a property owner does not prune

encroaching vegetation on request by

Council

VENUE HIRE

Cross St Studio One

Children's Party Session up to 3.5 hrs FCR $111.82 $11.18 $123.00 per session Maximum of 3.5 hours

Community/Arts/Recreation - per hour COST $28.18 $2.82 $31.00 per hour Minimum of 2 hours

Community/Arts/Recreation - per ecercise session COST $41.82 $4.18 $46.00 per session Maximum of 1.5 hours

Community/Arts/Recreation - per 6 hours COST $104.55 $10.45 $115.00 per 6 hours Maximum of 6 hours


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Community Group Not for Profit - per hour (min 2 hrs) SUB $23.64 $2.36 $26.00 per hour Minimum of 2 hours

Community Group Not for Profit - per 6 hours COST $86.36 $8.64 $95.00 per 6 hours Maximum of 6 hours

Drug and Alcohol Programs SUB $10.91 $1.09 $12.00 per hour

Private use per hour FCR $74.55 $7.45 $82.00 per hour Minimum of 2 hours

Private - per 6 hours FCR $275.45 $27.55 $303.00 per 6 hours Maximum of 6 hours

Cleaning FCR $80.00 $8.00 $88.00

Deposit $135.00 Exempt $135.00

Cancellation Fee $20.91 $2.09 $23.00

Rose Bay Cottage

Under 5 years - Birthday Parties COST $103.64 $10.36 $114.00 per session Maximum of 3.5 hours

Community/Arts/Recreation - Per hour (min 2 hours) COST $25.45 $2.55 $28.00 per hour Minimum of 2 hours

Community/Arts/Recreation - Per exercise session SUB $38.18 $3.82 $42.00 per session Maximum of 1.5 hours

Community/Arts/Recreation - Per 6 hours COST $94.55 $9.45 $104.00 per 6 hours Maximum of 6 hours

Community Group Not for Profit - Per hour (min 2

hours)

SUB $15.91 $1.59 $17.50 per hour Minimum of 2 hours

Community Group Not for Profit - Per 6 hours SUB $59.09 $5.91 $65.00 per 6 hours Maximum of 6 hours

Playgroups - per hour SUB $4.55 $0.45 $5.00 per hour Minimum of 2 hours


Private - per hour FCR $50.91 $5.09 $56.00 per hour Minimum of 2 hours

Private - 6 hours FCR $188.18 $18.82 $207.00 per 6 hours Maximum of 6 hours

Cancellation Fee COST $20.91 $2.09 $23.00

Temporary Vehicle Amusement Device in Car Park COST $80.00 Exempt $80.00 per session

Cleaning FCR $60.00 $6.00 $66.00


Cooper Park Community Hall

Children's Parties (under 12 years) COST $120.00 $12.00 $132.00 per session Maximum of 3.5 hours


Community/Arts/Recreation - Per exercise session COST $51.82 $5.18 $57.00 per session Maximum of 1.5 hours


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc



hours)




Private - per hour (min 2 hrs) FCR $85.45 $8.55 $94.00 per hour Minimum of 2 hours




Cleaning FCR $84.55 $8.45 $93.00

Deposit - Youth & Adult Parties $310.00 Exempt $310.00

Deposit - Children's Parties & all other activities $135.00 Exempt $135.00

The Gunyah

Single Room Hire

Children's Parties (Under 12) - Per Room COST $120.00 $12.00 $132.00 per session Maximum of 3.5 hours



Community/Arts/Recreation - Per Room Per 6 hours COST $128.18 $12.82 $141.00 per 6 hours Maximum of 6 hours


hours)


Community Group Not for Profit - Per Room Per 6 hours SUB $100.91 $10.09 $111.00 per 6 hours Maximum of 6 hours


Private - per room 6 hours FCR $316.36 $31.64 $348.00 per 6 hours Maximum of 6 hours

Total Venue Hire - 2 Rooms

Children's Parties (Under 12) - Total Venue (2 rooms) COST $179.09 $17.91 $197.00 per session Maximum of 3.5 hours

Community/Arts/Recreation - Total Venue Per hour COST $52.73 $5.27 $58.00 per hour Minimum of 2 hours

Community/Arts/Recreation - Per hour - for Ballet Class

(reduced hire space)

COST $46.36 $4.64 $51.00 per hour Minimum of 2 hours


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Community/Arts/Recreation - Total Venue Per

exercise session

COST $79.09 $7.91 $87.00 per session Maximum of 1.5 hours

Community/Arts/Recreation - Per 6 hours - for Ballet

Class (reduced hire space)

COST $171.82 $17.18 $189.00 per 6 hours Maximum of 6 hours

Community/Arts/Recreation - Total Venue Per 6

hours

COST $195.45 $19.55 $215.00 per 6 hours Maximum of 6 hours

Community/Arts/Recreation - Per exercise session - for

Ballet Class (reduced hire space)

COST $69.09 $6.91 $76.00 per session Maximum of 1.5 hours

Community Group Not for Profit - Total Venue Per hour SUB $40.00 $4.00 $44.00 per hour Minimum of 2 hours

Community Group Not for Profit - Total Venue Per 6

hours

SUB $148.18 $14.82 $163.00 per 6 hours Maximum of 6 hours

Private - Total Venue per hour FCR $128.18 $12.82 $141.00 per hour Minimum of 2 hours

Private - total venue per 6 hours FCR $473.64 $47.36 $521.00 per 6 hours Maximum of 6 hours


Single Room & Total Venue Hire



Cleaning FCR $99.09 $9.91 $109.00

Deposit - Youth & Adult Parties $310.00 Exempt $310.00

Deposit - Children's Parties & all other activities $135.00 Exempt $135.00

Vaucluse Bowling Club

Private Function - 6 hours FCR $545.45 $54.55 $600.00 per 6 hours Maximum of 6 hours

Private Function - per hour FCR $150.00 $15.00 $165.00 per hour Minimum of 2 hours





hours)




Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Daytime function in conjunction with use of bowling

greens - per hour

FCR $84.55 $8.45 $93.00 per hour Minimum of 2 hours

Daytime function in conjunction with use of bowling

greens - 6 hours

FCR $329.10 $32.90 $362.00 Maximum of 6 hours



Cleaning after private party FCR $99.09 $9.91 $109.00

Key/Cleaning Deposit $400.00 Exempt $400.00

The Drill Hall

Commercial usage (film shoots etc) - Per 6 hours FCR $787.27 $78.73 $866.00 per 6 hours Maximum of 6 hours

Community/Arts/Recreation - Per hour COST $47.27 $4.73 $52.00 per hour Minimum of 2 hours

Community/Art/Recreation- Per exercise SUB $70.91 $7.09 $78.00 per 1.5 hour Maximum of 1.5 hour


Rehearsal Session - Per Day COST $187.27 $18.73 $206.00 per day Maximum of 12 hours

Rehearsal Session - Per Week COST $786.36 $78.64 $865.00 per week 5 - 7 consecutive days

Community Group; Not for Profit - Per hour COST $32.73 $3.27 $36.00 per hour Minimum 2 hours

Community Groups Not for Profit - Per 6 hours SUB $121.82 $12.18 $134.00 per 6 hours Maximum of 6 hours




The Drill Hall - 'Studio'

Commercial usage (film shoots etc) - Per 6 hours FCR $336.36 $33.64 $370.00 per 6 hours Maximum of 6 hours

Community/Arts/Recreation - Per Hour COST $34.55 $3.45 $38.00 per hour Minimum of 2 hours



Rehearsal Session (3 hours for a minimum of 5

sessions)

COST $50.00 $5.00 $55.00 per session Not for profit amateur companies only.

Rehearsal / Performance Development - Per day COST $168.18 $16.82 $185.00 per day Maximum of 12 hours

Rehearsal / Performance Development - Per week COST $706.36 $70.64 $777.00 per week 5 - 7 consecutive days


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Community Groups Not for Profit - Per hour SUB $27.27 $2.73 $30.00 per hour Minimum of 2 hours

Community Groups Not for Profit - Per 6 hours SUB $100.91 $10.09 $111.00 per 6 hours Maximum of 6 hours




Canonbury Cottage


Community/Arts/Recreation - Per exercise session COST $38.18 $3.82 $42.00 per hour Minimum of 2 hours



hours)




Private - per hour FCR $74.55 $7.45 $82.00 per hour Minimum of 2 hours


Community/Art/Recreation - Per day(upstairs offices) COST $22.73 $2.27 $25.00 per day Maximum of 12 hours

Community/Art/Recreation - Per week(small upstairs

office)

COST $89.09 $8.91 $98.00 5-7 consecutive

days

5-7 consecutive days

Community/Art/Recreation - Per week(large upstairs

office)


days


Ceremonies - weddings naming christening wakes etc. FCR $113.64 $11.36 $125.00 per hour Minimum of 2 hours

Social Events - picnics birthdays reunions family

gathering

FCR $61.82 $6.18 $68.00 per hour Minimum of 2 hours


Cleaning after private party FCR $60.91 $6.09 $67.00


Deposit

$135.00 Exempt $135.00


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

EJ Ward

Under 12 years - Birthday Parties COST $103.64 $10.36 $114.00 per session Maximum of 3.5 hours

Community/Arts/Recreation - Per hour COST $25.45 $2.55 $28.00 per hour Minimum of 2 hours



Community Group; Not for Profit - Per hour COST $19.09 $1.91 $21.00 per hour Minimum of 2 hours

Community Group; Not for Profit - Per 6 hours COST $70.91 $7.09 $78.00 per 6 hours Maximum 6 hours

Community/Arts Groups - Per day (upstairs offices only) COST $54.55 $5.45 $60.00 per day Maximum 12 hours

Community/Arts Groups - Per week (upstairs offices

only)


days



Private - Per hour COST $40.00 $4.00 $44.00 per hour Minimum of 2 hours

Private - Per 6 hours COST $148.18 $14.82 $163.00 per 6 hours Maximum of 6 hours

Cancellation fee COST $20.91 $2.09 $23.00

Deposit COST $135.00 Exempt $135.00

The Bay Room - Cosmopolitan







hours)





Cleaning FCR $72.73 $7.27 $80.00

Deposit - All bookings $200.00 Exempt $200.00


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

WASTE SERVICES

Domestic Waste Management Charge (includes

Domestic Waste Green Waste Clean Up and Recycling

Collections)

COST $418.65 Exempt $418.65 per year This charge is calculated based on the

'Reasonable Cost' of providing the service.

Domestic Waste - Additional 120L bin. Additional

Service Charge

COST $523.35 Exempt $523.35 per year

Domestic Waste - Upgrade bin to 140L. Additional

Service Charge

COST $481.00 Exempt $481.00 per year

Green Waste - Additional Service Charge COST $310.50 Exempt $310.50 per year

Garden Refuse Greencart Service Excess COST $9.50 Exempt $9.50 Per extra bin - To be imposed by the

purchase of excess garbage stickers.

Bin Repair or NEW Part:

Lid COST $24.95 Exempt $24.95 per part

Wheel COST $13.95 Exempt $13.95 per part

Axle COST $18.35 Exempt $18.35 per part

Bin Supply or replacement

240 litre COST $88.50 Exempt $88.50 per bin




Recycling Crate COST $13.00 Exempt $13.00 per crate

55 litre organics bin with lid COST $39.95 Exempt $39.95 per bin Available for organics collection service.

Worm Farm COST $49.82 $4.98 $54.80 per farm

Compost Bin (Large) COST $34.87 $3.49 $38.36 per bin

Compost Bin (Small) COST $24.95 $2.50 $27.45 per bin


Fee / Charge

Pricing Policy

Statutory (ST)

Subsidised (SUB)

Cost Rec (COST)

Full Cost Rec (FCR)



Fee or Charge

Excl. GST

GST

Amount

Fee or Charge

Incl. GST

Unit Rate

e.g. per hour, per

metre etc

Domestic Waste Carry Out Service:

55 litre (normally twice weekly service) SUB $1.28 Exempt $1.28 per service Service only available (on application) to the

aged or infirm.

120 litre (normally once weekly service) SUB $2.55 Exempt $2.55 per service Service only available (on application) to the

aged or infirm.


aged or infirm.


aged or infirm.

Booked Household Goods Collection (e.g. Coffee table

clothes dryer microwave lounge wardrobe hot water

service refrigerator washing machine bed mattress)

FCR $41.92 $4.19 $46.11 per item

Special Events

Bins for Special Events

- Administration Pick up & delivery fee (1 - 5 bins) FCR $72.68 $7.27 $79.95 per event

- Administration Pick up & delivery fee (> 5 bins) FCR $92.06 $9.21 $101.27 per event

- Bin Fee FCR $19.45 $1.95 $21.40 per 240L bin

WATER SYSTEMS REGISTRATION

Registration of water-cooling & warm water systems FCR $80.00 Exempt $80.00 per lodgement


travelling)

FCR $77.30 Exempt $77.30 per inspection

Inspections over 30 minutes in duration (including

travelling)

FCR $136.35 Exempt $136.35 per inspection


References

This Delivery Program and Operational Plan reflects the plans, strategies and policies below:

Woollahra LEP 1995.

Woollahra LEP No 27 – relevant to Strickland House, Vaucluse.

Development Control Plans

Residential Development Control Plan (2003).

Access Development Control Plan.

Applications and Applications to Modify Development Consents.

Babworth House Development Control Plan.

Bishopscourt Development Control Plan.

Child Care Centres Development Control Plan.

Development Control Plan for Off-Street Car Parking Provisions and Servicing Facilities.

Double Bay Centre Development Control Plan.

Development Control Plan for Advertising and Notification of Development.

Development Control Plan for part of 13 Albert Street, Edgecliff.

Development Control Plan for No 9 Cooper Park Road, Bellevue Hill.

Development Control Plan for 188 Oxford Street Paddington [Royal Hospital for Women DCP].

Development Control Plan for 118 Wallis St, Woollahra.

Development Control Plan for School and College Development.

Edgecliff Commercial Centre Development Control Plan.

Hawthornden Development Control Plan.

Kilmory Development Control Plan.

Paddington Development Control Plan 2008.

Rose Bay Centre Development Control Plan.

Telecommunications and Radiocommunications Development Control Plan.

Watsons Bay Development Control Plan.

White City Development Control Plan.

Woollahra Heritage Conservation Area Development Control Plan.

Woollahra Development Control Plan – Exempt & Complying Development.

Policies, Strategies, Guidelines


Bike Strategy.

Community Garden Policy (2008).

Community Partnership Program (26/8/2002).

Community Services Policy (5/9/2005).

Community & Cultural Grants Policy (6/4/2009).

Community Consultation Policy & Guidelines for Communicating and Consulting with the Community (13/6/2006).

Community Cultural Relations Statement (14/8/2006).

Crime Prevention Plan.

Double Bay Public Domain Improvements Plan.

Double Bay Strategic Plan (26/6/1995).

Playground Policy (11/3/2002).

Playground Strategy (11/3/2002).

Policy for the Sponsorship of Events & Activities (27/3/2006).

Public Art Policy (9/10/2006).

Library Strategic Plan “The Way Forward” (2007).

Reconciliation Statement (13/11/2006).

Recreational Needs Assessment and Strategy (2006).

Risk Management Strategy.

Rose Bay Centre Public Domain Improvements Plan.

Significant Trees Register – July 1991 (Volumes 1 to 4).

Social & Cultural Plan 2013 to 2023.

The Woollahra Bicycle Strategy 2009.

Tree Preservation Order (2006).

Waste Reduction and Resources Policy.

Woollahra Traffic and Transport Study (2001).

Section 94 Contribution Plans

Royal Hospital for Women Section 94 Contribution Plan (9/2/1998).

Woollahra Section 94 Contribution Plan (2002 – Amended in 2008).


Section 94A Contributions Plan

Woollahra Section 94A Development Contributions Plan (2011).

Plans of Management

Chiswick Gardens (2010).

Christison Park (1996).

Cooper Park (2001).

District Parks (1996).

Drainage Reserves (1997).

General Community Use (1996).

Harbourview Park (2001).

Local Parks (1995).

Lyne Park (2003).

McKell Park (1995).

Natural Areas (Foreshore) (1996).

Redleaf (1997).

Regional Parks (1996).

Robertson Park (2004).

Royal Hospital for Women Park (2005).

Rushcutters Bay Park, Yarranabbe Park and Plantation Reserve (2005).

Sir David Martin Reserve (2004).

Trumper Park (1996).

Yarranabbe Park (2012).

Woollahra Park (2001).

Adopted by Council on 24 June 2013 · 2013. 7. 9. · Delivery Program 2013 to 2017 & Operational...

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Transcript of Adopted by Council on 24 June 2013 · 2013. 7. 9. · Delivery Program 2013 to 2017 & Operational...